Project Work RM Oct 09 Sec a Group 3

8/6/2019 Project Work RM Oct 09 Sec a Group 3

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Assessing the impact ofOrganization Culture and

Structure on EmployeeMotivation

Research Methodology

Term IV (PT-PGPM)

Oct09, Section A

(in alphabetical order)

Arvind Kaushik (15)

Ashish Ranjan (17)Ashwin Sahai (18)Atul Abrol (19)

Atul Sanghal (20)Biju Sebastian (22)


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Project Work: Research Methodology; October 2009

Acknowledgement

We owe many thanks to all who helped in developing this project report. First and the foremost is

Prof. (Dr.) Ajay Kumar Jain who provided continuous guidance in channeling the thoughts into

action.

Our sincere gratitude goes to all who participated in this research by providing their views on

questionnaire and taking time out from their very busy schedules.

Last but not the least we extend our heartfelt thanks to all co-students who are superb.


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Abstract

Organizational culture is even more important today than it has previously been before.

Globalization, increased competition and technological change have created a greater need for

innovation, coordination and integration across organizations in order to improve efficiency and

meet the expectations of increasingly more sophisticated clients. And central to achieving this

objective is the motivated people that any organization would have.

This report examines the organizational culture and its impact on employee motivation. The

common definition of organizational culture is adjusted with the aid of the core-task concept.

Organisational culture is defined as a solution created by an organisation for the demands set by the

core task. The development of an organisations operations requires an understanding of the overall

dynamics (culture) of the organisations activities, but also an assessment of the impact of culture on

employees drive.


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Table of Contents

Acknowledgement ......................................................................................................................................................................... 2

Abstract............................................................................................................................................................................................. 3Table of contents ........................................................................................................................................................................... 4

Introduction .................................................................................................................................................................................... 5

Methods ............................................................................................................................................................................................ 6

Results ............................................................................................................................................................................................... 9

Discussion ...................................................................................................................................................................................... 18

Appendix ........................................................................................................................................................................................ 20


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Chapter 1: Introduction

Organizational culture is a system of common assumptions, values or norms among the members of

an organization which is the basis of their behavior. Organizational culture helps the organization

achieve the abilities needed for adapting itself whit environment requirements, create uniformity and

internal integrity.

These cultural norms and values finally determine the behavior and reactions of each member of the

organization in different conditions and situations. Organizational culture has direct effects on all

parts of the organization such as managerial and functional systems, organization strategies and

technologies, and eventually its outputs. Evaluating the organizational culture we can follow

different approaches such as, analyzing the fundamental assumptions, investigating the cultural gaps

and managerial behavior in the organization. Each of these approaches has their own weak and

strong points. In a comprehensive survey we should apply a mixture of these different approaches

regarding the current situation. Managers and leaders use different tools and mechanisms to make

the organizational culture and the other organization variables converged. But Culture Management

means knowing and applying the current culture in the best way possible, making the desirable

norms and beliefs stronger and the undesirable ones weaker or changed, and eventually stabilizing

the proper organizational culture. Also culture management is a process that continuously

recognizes the current and ideal culture and change the current one in order to develop the proper

values and norms.

A culture is an expression of a group of people. Every culture reflects the current beliefs and

behaviors of its people, as well as the history that shaped them. History is an essential attribute of

culture because one of cultures defining characteristics is that it persists over time; it gets

transmitted from the present to the future with notable continuity. Hence, when we reflect on our

own situation today, we can see that the past interacts with new forces from our own times, and the

aggregate picture is exactly what constitutes our culture right now.


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Chapter 2: Methods

There are different models provided for investigating and analyzing the organizational culture, the

method we chose is Research method. The major research method used questionnaire based in-

depth interviews.

As a group, we prepared several questions, which are used to tailor a questionnaire form and are

used to survey respondents attitudes and opinions about Organisational Culture. The results of

questionnaire forms are always in themselves artifacts and as such they require interpretation and

empirical verification. Questionnaire studies measure the central level of organisational culture i.e.

attitudes, beliefs and values. Used correctly, questionnaires can provide sufficiently valid descriptive

information about an organisation and particularly about the views and attitudes of its staff.

Questionnaires can also be used to clarify the various connections between variables and to explain

statistically the differences found. Understanding the significance of the reasons for the differences

requires research that is more detailed than questionnaire methods, such as interviews, observation

and the analysis of documents. An advantage of questionnaire studies, however, is that one can have

a greater number of participants in a study than in interview studies, for example. With a

questionnaire it is possible to reach all of the members of an organisation. Making different kinds of

comparisons is also more objective, and anonymity is easier to guarantee, than in interview studies,

for example. Without quantitative research, we cannot obtain data that is statistically comparable

with other groups (and organisations) and usable in repeat studies.

Sample details:

More than 100 participants from different Business Sectors like Manufacturing, IT, Consulting etc

were requested to participate in the Survey which were designed specially to understand the

assessing the impact of Cultures and Structures on Employees drive.

Informants within individual Sectors came from different levels within the structure: Senior, Junior,

Middle and even Outsourced were involved in the study. In total, 120 responses were received.


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Data Collection

Questionnaire based data collection was used. A total of 120 responses were received. There was a

good mix of people from all levels from different industries. The respondents comprised of people

from different industries and different levels of experience in the industry. Following gives a glimpse

of respondents profile.

Management level No of responsesEntry level 5

Middle 80

Senior 35 Top 0

Total 120

Industry type No of responsesManufacturing 30Consulting 10

IT 35

Other 45 Total 120

Years in

industry No of responses0 to 1 35

2 to 5 606 to 9 15

10 or above 10

Total 120

Data analysis

There were total 25 items in the questionnaire. Out of these, 3 items were related to respondentsprofile. Out of the 22 remaining, 20 items belonged to examining the organization culture and

structure with 2 others for examining the drive of respondents in their respective companies. 3 items

on organization structure and culture were reverse coded.


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The items were scaled on a five point scale. The details of items and scale are provided in Annexure

1 of this report. All the data was loaded on an excel sheet and items requiring reverse coding were

done so.

Further, mean analysis was carried out on the responses with regard to respondents motivation. Therespondents were divided into two groups, with mean score 4 or more and others with less than 4

mean score. For the analysis purpose, respondents with 4 or more as mean score are considered as

Motivated and other Not Motivated. Distribution of respondents among the above two categories

are tabulated below.

Respondents No of responses With score more than 4 74

With score less than 4 56 Total 120

Further, scores of respondents were studied for the above two separately. The mean scores of

respondents were estimated for all items and these scores were then sorted in order. The reason for

this procedure was to understand the importance of various items for respondents.


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Chapter 3: Results

These results were also studied based on other categories i.e. managerial level and experience in theindustry of the respondents. The results are tabulated below for all classes -

Motivated Employees:

Scores of Motivated respondents were tabulated on two categories; management level and

experience in industry.

Management Level:

Scores of top 5 items of motivated employees in middle level are as under

Middle LevelAvg.Score

Top 5 motivation indicators

Average of A 8 4.7My organization communicates effectively (written and verbal) and ina timely manner to their employees.

Average of A 4 4.4 My organization has a current mission plan for everyone to view.

Average of A 10 4.4 My organization shares information with others who should know.

Average of A 11 4.3My organization recognizes and celebrates successes of teammembers.

Average of A 17 4.2 My organization's management team is diverse in nature.

Scores of top 5 items of motivated employees in Senior level are as under

Senior LevelAvg.Score





Average of A 8 4.4My organization communicates effectively (written and verbal) andin a timely manner to their employees.

Average of A 12 4.4My organization shows respect for a diverse range of opinions, ideas,and people.


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There was no respondent in Entry level found to have mean scores to be classified as

Driven.

Similarly, 3 bottom items are also identified for above groups


Bottom 3 indicators

Average of A 6 2.9My organization is diplomatic in how it handles all aspects ofoperations.

Average of A 22 2.7"We've always done it that way" is a philosophy that describes mycompany's response to new ideas.

Average of A 15 1.8 My organization's structure is hierarchal in nature.

Senior Level Avg.Score Bottom 3 indicators


Average of A 25 2.3People at all levels of the organisation are continuously t rying tobuild or rebuild a 'better mouse-trap'.


Experience in Industry:

Scores of top 5 items of motivated employees with different experience bracket are as under

0-1 yearAvg.Score






Average of A 16 4.2My organization will promote from within before looking for

employees externally.

2-5 yearAvg.Score




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Average of A 4 4.6 My organization has a current mission plan for everyone to view. Average of A 5 4.6 Our organization is good at fulfilling their mission.

Average of A 9 4.6 My organization's culture follows the company's mission.


6-9 yearAvgScore





Average of A 10 4.2 My organization shares information with others who should know. Average of A 19 4.1 Organisational policies are reviewed annually to assess effectiveness.

10- aboveAvgScore




Average of A 10 4.6 My organization shares information with others who should know. Average of A 17 4.5 My organization's management team is diverse in nature.

Average of A 12 4.4My organization shows respect for a diverse range of opinions, ideas,and people.

Scores of bottom 3 items of motivated employees with different experience bracket are as under

0-1 yearAvgScore

Bottom 3 indicators


Average of A 25 2.0People at all levels of the organisation are continuously trying tobuild or rebuild a 'better mouse-trap'.


2-5 year AvgScore Bottom 3 indicators





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6-9 yearAvg.Score

Bottom 3 indicators




10- aboveAvg.Score

Bottom 3 indicators




Non-Motivated Employees:

Scores of Non-Motivated respondents were tabulated on two categories; management level and

experience in industry.

Management Level:

Scores of top 5 items of non-motivated employees in entry level are as under

Entry LevelAvg.Score


Average of A 25 3.8People at all levels of the organisation are continuously trying to build

or rebuild a 'better mouse-trap'.

Average of A 5 3.6 Our organization is good at fulfilling their mission.

Average of A 11 3.6My organization recognizes and celebrates successes of team

members.

Average of A 20 3.6Our HR department is creative in finding new ways to attract top

talent among diverse groups.



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Scores of top 5 items of non-motivated employees in middle level are as under




Average of A 6 3.1 My organization is diplomatic in how it handles all aspects ofoperations.



Average of A 25 3.0People at all levels of the organisation are continuously trying to build

or rebuild a 'better mouse-trap'.


Scores of top 5 items of non-motivated employees in Senior level are as under




Average of A 6 3.3My organization is diplomatic in how it handles all aspects of

operations.

Average of A 25 2.9People at all levels of the organisation are continuously trying to

build or rebuild a 'better mouse-trap'.



members.

Similarly, 3 bottom items are also identified for above groups

Entry LevelAvg.Score

Bottom 3 indicators

Average of A 12 1.8My organization shows respect for a diverse range of opinions,

ideas, and people.

Average of A 7 1.2 I feel that my organization values my opinion.

Average of A 18 1.0In my organisation, change is viewed as a challenge and an

opportunity.


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Bottom 3 indicators


ideas, and people.



opportunity.


Bottom 3 indicators



ideas, and people.


opportunity.

Experience in Industry:

Scores of top 5 items of non-motivated employees with different experience bracket are as under

0-1 yearAvg.Score







members.


operations.


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2-5 yearAvg.Score






operations.




6-9 yearAvgScore







operations.


members.

10- aboveAvgScore



operations.


Average of A 22 2.5"We've always done it that way" is a philosophy that describes my

company's response to new ideas.

Average of A 25 2.5 People at all levels of the organisation are continuously trying to


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Scores of bottom 3 items of non-motivated employees with different experience bracket are as

under

0-1 yearAvgScore

Bottom 3 indicators


Average of A 7 1.8 I feel that my organization values my opinion.

Average of A 18 1.8 In my organisation, change is viewed as a challenge and anopportunity.

2-5 yearAvgScore

Bottom 3 indicators

Average of A 12 1.5My organization shows respect for a diverse range of opinions, ideas,

and people.



opportunity.

6-9 yearAvg.Score

Bottom 3 indicators

Average of A 23 2.0 My boss values new ideas and implements them quickly.

Average of A 12 1.7My organization shows respect for a diverse range of opinions, ideas,

and people.

Average of A 22 1.7"We've always done it that way" is a philosophy that describes my

company's response to new ideas.

10- above Avg. Bottom 3 indicators


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Score Average of A 17 1.5 My organization's management team is diverse in nature.


opportunity.

Average of A 23 1.5 My boss values new ideas and implements them quickly.


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Chapter 4: Discussion

The major findings of the study are listed below

1. It was surprising that none of the entry level respondent was found to be motivated enough.2. The major areas which are found to be considered as important by the motivated people are

My organization communicates effectively (written and verbal) and in a timely manner totheir employees.

My organization has a current mission plan for everyone to view. My organization shares information with others who should know. My organization recognizes and celebrates successes of team members.

3. The major areas which are found to be considered as least important by the motivatedpeople are

My organization is diplomatic in how it handles all aspects of operations. My organization's structure is hierarchal in nature.

4. The major areas which are found to be considered as important by the non-motivatedpeople are

My organization shows respect for a diverse range of opinions, ideas, and people. My organization has a current mission plan for everyone to view. In my organisation, change is viewed as a challenge and an opportunity.

5. The major areas which are found to be considered as least important by the non-motivatedpeople are

My organization's structure is hierarchal in nature. Our HR department is creative in finding new ways to attract top talent among diverse

groups. People at all levels of the organisation are continuously trying to build or rebuild a 'better

mouse-trap'.


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As is seen from above, organization structure does not have much of importance either for motivepeople or non-motivated people. It does not make any positive or negative impact on drive ofemployees.

It is supported by the correlation between motivation mean scores and individual organizational

structure and culture scores. The most important factors on correlation matrix are as below

Correlationscore

ItemCode

Item Description

0.84 A 4My organization has a current mission plan for everyone to view.

0.84 A 12

My organization shows respect for a diverse range of opinions, ideas,

and people.

0.82 A 7I feel that my organization values my opinion.

0.79 A 8

My organization communicates effectively (written and verbal) and in a

timely manner to their employees.

0.78 A 11My organization recognizes and celebrates successes of team members.

0.77 A 19Organizational policies are reviewed annually to assess effectiveness.

0.76 A 21

There is an openness to suggestions from people at all levels of the

organization.

0.74 A 18

In my organization, change is viewed as a challenge and an

opportunity.

0.74 A 9My organization's culture follows the company's mission.

0.72 A 10My organization shares information with others who should know.

0.71 A 24

Performance evaluations in this organization measure an employee's

adaptation to change.


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Appendix 1

Items and Scale information

SN Question/ Item Item Code Related to

1Which category best describes your position within yourorganization?

A 1 Profile

2 Which industry best describes your organization? A 2 Profile

3 How many years have you worked for your current organization? A 3 Profile

4 My organization has a current mission plan for everyone to view. A 4 Organization

5 Our organization is good at fulfilling their mission. A 5 Organization

6My organization is diplomatic in how it handles all aspects ofoperations.

A 6Organization

7 I feel that my organization values my opinion. A 7 Organization

8My organization communicates effectively (written and verbal)and in a timely manner to their employees.

A 8Organization

9 My organization's culture follows the company's mission. A 9 Organization

10My organization shares information with others who shouldknow.

A 10 Organization

11My organization recognizes and celebrates successes of teammembers.

A 11Organization

12My organization shows respect for a diverse range of opinions,ideas, and people.

A 12 Organization

13 I feel driven to make a difference in my workplace. A 1314 I enjoy starting a new day at work. A 14

15 My organization's structure is hierarchal in nature. A 15 Organization

16My organization will promote from within before looking foremployees externally.

A 16 Organization

17 My organization's management team is diverse in nature. A 17 Organization

18In my organisation, change is viewed as a challenge and anopportunity.

A 18 Organization

19Organisational policies are reviewed annually to assesseffectiveness.

A 19Organization

20Our HR department is creative in finding new ways to attract toptalent among diverse groups. A 20

Organization

21There is an openness to suggestions from people at all levels ofthe organisation.

A 21 Organization

22"We've always done it that way" is a philosophy that describes mycompany's response to new ideas.

A 22Organization

23 My boss values new ideas and implements them quickly. A 23 Organization


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24Performance evaluations in this organisation measure anemployee's adaptation to change.

A 24 Organization

25People at all levels of the organisation are continuously trying tobuild or rebuild a 'better mouse-trap'.

A 25 Organization

Scale used:

A 5-point Likert scale was used for collecting responses from respondents.

Response Direct code rev. code

Strongly disagree 1 5

Somewhat disagree 2 4

Neither Agree nor Disagree 3 3

Somewhat Agree 4 2

Strongly Agree 5 1

Reverse coding was used for item no 6, 15 and 22.

Documents

Project Work RM Oct 09 Sec a Group 3