A

PROJECT REPORT
On
ORGANIZATIONAL CULTURE
& CLIMATE

Submitted to
Rajasthan Technical University
In the partial fulfillment for the award of Master degree of
Business Administration
Session 2008-2010
Under the Guidance of Submitted by:
Mrs. Snehal Maheshakar Mr. Manish Sharma
Mrs. Shobhika Tyagi
Mr. Vibhor

VISION SCHOOL OF MANAGEMENT,

(Affiliated to Rajasthan Technical University, Kota & Approved by AICTE)
UDAIPUR ROAD, CHITTORGARH
E-mail: info@visionmanagement.org
 ACKNOWLEDGEMENT
Exchange of ideas generates energy & will to work in better way, whenever, it is
helped & co-operated by others, & his heart is bound to pay his gratitude & obligations to
them.

I take this opportunity to express my gratitude & thanks to all those who helped me
in various ways in successful completion of my project report.

I want to thank Mr. …………. (HR Mgr.) for allowing me inside the plant and
helping me complete all formalities regarding training in Banswara Syntex LTD.

I thank my instructor Mr. T. C. Khatri& Mr. Mukharji (Executive HR) for

allowing me to do my project and helping me out to familiarize with all the staff.

Thanks again for giving space, time and emotional support I needed to follow the
project and complete it.

I am also thankful to safety department for giving me valuable information

necessary to be taken care of while visiting the plant.

I extend my gratitude to Dr.A. L. Jain (Director, Vision School of Management,

Chittorgarh) for timely administrative support & invaluable guidance.

I am also thankful to Mrs. Dr. Snehal Maheshkar and Ms. Shobhika Tyagi, Mr.
Vibhor Paliwal, Mrs Pratibha for their extreme sense of help & co-operation which
guided me in every respect.

My special thanks to My friends and all the respondent for their kind co-
operation. Thank you all for your vision, your caring, your commitment and your
heartfelt actions.

Manish Sharma
MBA II Sem
 PREFACE

Since independence, India has taken to the path of rapid industrialization and
economic growth. Consequently, it has resulted in the size of great number of industries,
a large workforce and a new industrial society. All these factors have considerable
bearing on the growth of the employee’s welfare movement in our country. The ideal of a
culture & climate state has added new dimensions to the CULTURE & CLIMATE
philosophy.
In this project report on “CULTURE & CLIMATE” is a part of our academic year
activity. It is the art of Eight weeks Training have gone through at the working place of
BABSWARA SYNTEX LTD in Chittorgarh. I have tried my best level to cover the vast
scope, variety and dynamism of the subject CULTURE & CLIMATE & prepared this
project report during the month of May-June 2009.
I hope that the study will prove to be a help to the organization & people
concerned & will also fulfill the requirement of the MBA Summer training program.
 EXECUTIVE SUMMARY

Organizational climate serves as the guidelines for dealing with people, and has a major
influence on motivation and productivity of individuals as well as total work group. A sound
climate is a long term proposition. Managers take an asset approach meaning that they take the
climate as organizational assets.
To understand organizational climate & culture and the way in which they affect people
in the organization various interactive behaviors like interpersonal behavior, group behavior,
use of power and authority, leadership, communication, conflict and control, occur in
organizational context.
Continuous operational improvements, meticulous planning, constant innovation, extensive
R&D, technological up gradation and so much more - BSL has come a long way and grown
into a multi-unit and multi-product company.
Banswara Syntex Limited (BSL) is a vertically integrated textile mill having
manufacturing facilities from Yarn, Fabrics to Readymade Garments.
The company was incorporated in the year 1976; it was promoted by Mr. R L Toshniwal,
the current Chairman & Managing Director of the company, jointly with Rajasthan State
Industrial Development & Investment Corporation Ltd. (RIICO) in Banswara, a backward
district situated in the southern part of Rajasthan. Later on Mr. R. L. Toshniwal bought back the
holding of RIICO. The company started its commercial production in the year 1978 with an
initial spindle capacity of 12480 spindles.
Continuous operational improvements, meticulous planning, constant innovation,
extensive R&D, technological up gradation and so much more - BSL has come a long way and
grown into a multi-unit and multi-product company.
The utilities planned in the smelter complex are electrical power and water receipt and
distribution; steam distribution and compressed air distribution for process and
instrumentation. Existing facilities at BSL will be used.
 Due considerations have been given not only to meet the statutory requirements in
respect of air and water discharge as well as waste disposal, but also to improve upon the laid-
down standards.

Organizational climate provides a type of work environment in which individual feels

satisfied and dissatisfied. Since satisfaction of individual goes a long way in determining his
efficiency, organizational climate can be said to be directly related with his performance in the
organization.

Organizational climate exist in a contingency relationship with the Organization, meaning that
the type of climate that an Organization seeks is contingent upon the type of people it has, the type of
technology, level of education and expectations of people in it.

Organizational culture, being unique and distinctive, prescribes some specific modes
of behavior for its members. These modes of behaviors, then, affect the entire behavioral
processes. Though such behavioral processes may have different dimensions, they ultimately
create impact on objective setting, work ethic, motivational pattern, and organizational
processes.

To find out employee’s perception about Climate & Culture Of their organization
primary data were collected from BSL, Banswara by taking sample size 50 employees, which
are working in BSL.

Through analyzing data the perception & effectiveness of climate & culture should be
taken by Organization against the bed environment in working condition to promote their
product and good will of the organization.
 TABLE OF CONTENTS

Acknowledgement I
Preface II
Executive summary III

S.No. Chapter Page No.

1. INTRODUCTION 1-20
1.1 Introduction of the company 2
1.2 Highlights 4
1.3 History 4
1.4 Corporate philosophy 5
1.5 Chanderia Lead Zinc Smelter(CLZS) 9
1.6 Zinc Refinery 11
1.7 Lead Plant 12
1.8 Human Resources: A Focus Area 17
1.9 L&D - Competency Building 18
1.10 New Initiatives 19
1.11 Growth Opportunities 20
2. CONCEPTUAL FRAME WORK 18-33
2.1 Organizational Culture & Climate 22
2.2 Concept of organizational climate 22
2.2.1 Determinants of organizational climate 24
2.2.2 Factor of organizational climate 25
2.2.3 Impact of organizational climate 26
2.2.4 Developing a sound organizational climate 27
2.2.5 Participation & organizational climate 28
2.2.6 Participation in Indian organization 30
2.3 Organizational Culture 32
2.3.1 Maintaining organizational culture 33
2.3.2 Changing organizational culture 34
2.3.3 Impact of organizational culture 35

3. RESEARCH METHODOLOGY 36-38

4. DATA ANALYSIS 39-47

5. CONCLUSION & SUGGESTION 48-50

Bibliography IV
Annexure V

LIST OF TABLES

S.No. Name of Table Page No.

1.1 Production of BSL 7

4.1 Significant role of climate & culture 40

4.2 Climate & culture of BSL 41

4.3 Percentage of depending factor of 42

organizational climate
4.4 Percentage of factor influencing 43
organizational climate
4.5 Response for impact of organizational 44
culture
4.6 Dominant role of factor towards success 45

4.7 Preference order in organizational climate & 46

culture
4.8 Proud on organization 47
 LIST OF FIGURES

S.No. Name of figure Page No.

1.1 Banswara Syntex LTD. 9

1.2 ………………………… 11

1.3 Consumption pattern of Lead in 12

India
2.1 Major factor of organizational 23
climate
4.1 Significant role of climate & culture 40

4.2 Climate & culture of BSL 41

4.3 Depending factor of organizational 42

climate
4.5 Factor influencing organizational 43
climate
4.6 Impact of organizational culture 44

4.7 Dominant role of factor towards 45

success
4.8 Preference order in organizational 46
climate & culture
4.9 Proud on organization 47
 BIBLIOGRAPHY

1. Prasad L M; Sultan Chand & Sons, Organizational Behaviour, Educational

Publisher, New Delhi.
2. P. Robbins Stephen, Organizational Behavior, Tenth Edition, Low Price Edition.
3. Kothari, C.R., Research Methodology, 2nd edition, New Delhi, New Age
International (P) Ltd.
4. Sharma, D.D., Marketing Research, 2nd edition, Sultan Chand & Sons Publication.

5. Rao, TV etc: Recent Experiences in HRD, New Delhi.Oxford & IBH, 1985.

6. Rao, TV: The HRD Missionary, New Delhi, Oxford & IBH, 1990.

7. Pareek, U. etc.: Managing Transition: The HRD Response, New Delhi, Tata
McGrow Hill, 1992

8. Web site- www.banswarasyntex.com

 CHAPTER - 1

INTRODUCTION
OF
BANSWARA SYNTEX
LIMITED

Mission & Vision

Vision:

» To create innovation in fashion through aesthetics, comfort and performance.

» To be a supply chain partner offering an integrated textile solution to leading brands

and retailers in the world.

» To be a global player in the business of fashion.

Business Philosophy:

We seek to provide amiable and efficient integrated solutions to the textile needs of our
customers.

Our Endeavour is to anticipate and exceed customer satisfaction by understanding

customer requirements and concerns by pursuit of the following:

» Being in close contact with the customer and getting their feedback.

» Continuous innovation in Product development to create superior Aesthetic, Comfort

and Performance features.

» Continual Improvement in QMS (quality management systems) through HRD,

Modernization of Plant and Machinery and improvement in methods of work.

» Participation of all Employees and Management as one team.

We look for long-term relationships with Customers, Employees and Suppliers.

Looking to make each one of our stakeholders successful in partnership with us.

We have a secular Employment Policy and encourage a diversity of people and opinions.

Banswara is also actively aware of its social role in the welfare of the community where
it operates.

Introduction & History

Banswara Syntex Limited (BSL) is a vertically integrated textile mill having
manufacturing facilities from Yarn, Fabrics to Readymade Garments.

The company was incorporated in the year 1976; it was promoted by Mr. R L Toshniwal,
the current Chairman & Managing Director of the company, jointly with Rajasthan State
Industrial Development & Investment Corporation Ltd. (RIICO) in Banswara, a
backward district situated in the southern part of Rajasthan. Later on Mr. R. L. Toshniwal
bought back the holding of RIICO. The company started its commercial production in the
year 1978 with an initial spindle capacity of 12480 spindles.

The company has a track record of expanding, modernizing and diversifying its activities
from time to time keeping in view the increasing demands, quality aspects, changing
market requirements, etc.

The company embarked on cloth weaving activity in the year 1992 by setting up a state-
of-art weaving plant to manufacture quality fabrics in the brand name of BANTEX
mainly for export. The company is manufacturing fabrics supported by the well known
international brand Lycra from Dupont.

BSL again diversified its activities into Cotton spinning and Readymade Garment
manufacturing in the year 2004. For Readymade Garments, a separate unit was set up at
Daman (U.T.) to manufacture trousers in the brand name of INTEGRATION.

In the year 2005, Banswara Textile Mills Ltd., an associate firm engaged in fabric
finishing activity, was amalgamated with the company.

At present the company has an integrated production capacity of 91952 ring spindles and
576 air jet spindles, 143 looms, 5 stenters and 75,000 pieces readymade garments per
month.

The company is a Government recognized Two Star Export House having IS/ISO
9001:2000 certification by the Bureau of Indian Standards.

BSL, backed by a fashion-savvy team with a motto of producing wide range of textile
products with utmost quality consciousness, is exporting its products to more than 50
countries around the globe and has won several awards for its best export performance.

Company Management
The company is managed by a Board comprising twelve directors having vast experience
and expertise in different fields as under:-

Mr. R.L.Toshniwal, aged 72 years, is the Chairman & Managing Director of the
Company. He holds Masters degree in Textiles from Leeds University, England and
having a vast experience of 43 years in the field of textile industry. He has been
associated with a number of business organizations since the beginning of his career. In
the past he has been elected as the Chairman of Rajasthan Textile Mills Association and
President of Indian Spinners Association. At present he holds the office of Chairman of
The Synthetic & Rayon Textile Export Promotion Council (SRTEPC). Besides Banswara
Syntex Ltd., he is on the Board of Directors of five other companies. Being an
industrialist with high social obligation, he is associated with a number of charitable
trusts also.

Mr. Ravi Toshniwal, aged 42 years, is the Jt. Managing Director of the Company. He is
B.Tech (Chem.) from IIT, Mumbai and has also undergone OPM course of Harvard
University, New York. He has traveled extensively to Europe, US and other developed
countries to promote the products of the company and as a result the exports of the
company have increased substantially over the last ten years.

Mr. Rakesh Mehra, aged 49 years, is the Whole-time Director of the Company. He is a
Chartered Accountant and having 18 years experience in the industry. He is the former
Chairman of The Synthetic & Rayon Textile Export Promotion Council (SRTEPC).

Mr. Shaleen Toshniwal, aged 29 years, is the Whole-time Director of the company. He
holds Bachelors degree in Business Management from Bentley College, USA.

Mr. D.S.Alva, aged 73 years, has vast experience in the textile industry. He is the former
Managing Director of Bombay Dyeing & Manufacturing Company Limited. He was the
Chairman of BTRA and TEXPROCIL and has been associated with various other
industry bodies. He is on the Board of Directors of various other companies.

Mr. Parduman Kumar, aged 69 years, is a Chartered Accountant. He is a senior

banking professional and retired as Chief General Manager of IDBI.

Mr. Kamal Kishore Kacholia, aged 55 years, is a renowned industrialist. He holds a

degree in Chemical Engineering and Masters in Business Administration from Western
Reserve University, Ohio, USA. He had been engaged with various R&D projects for US,
Army, Navy, EPA, NASA, etc. He is also on the Board of Directors of several other
companies.

Mr. Vijay Mehta, aged 53 years, is a renowned Stock broker and financial consultant. As
an astute orator, he has been invited various forums all over the world to present papers
on economic reforms and changes in financial services industry. He was a part of an
Indian delegation invited by the Chinese Government in May, 2005 to explore trade
opportunities with China. He has been associated with a number of business associations
and he is also on the Board of Directors of several other companies.

Key executives:

Shri S.S.Sajal : President

Shri J.K.Rathi : President (Commercial)
Shri V.G.Maheshwari : President (Garment Unit)
Shri S.N.Gupta : Sr. Vice President (Tech.)
Shri J.K.Jain : Sr. Vice President (F&C) & Company Secretary
Shri S.R.Jain : Vice President (Engg.)
Vice
Shri S.S.Kella : President
(A&T)

Manufacturing

Upon incorporation the company had a single unit at Industrial Area, Banswara for
manufacturing synthetic yarns. Over the years the company has expanded, modernized
and diversified its activities in a phased manner. In this process, the company set up three
more units, two at Banswara and one at Daman. The installed capacity of the company at
all the units as on 30th June, 2006 was as under:-

Spinning Weaving Fabric Finishing Garmenting

(No. of spdls) (No. of looms) (No. of Stenters) (Pcs./month)
Unit-I 63472 (Ring) 143 - -
28480 (Ring)
Unit-II - - -
576 (Airjet)
Unit-Fabric-Finishing - - 4 -
Garment Unit (Daman) - - - 75,000
RAW MATERIALS
Spinning:
The major raw materials used by the company are Viscose Staple Fibre, Polyester Staple
Fibre, Acrylic Staple Fibre, Cotton, Lycra, etc. Viscose staple fibre is purchased from
Grasim Industries Ltd, Nagda, Polyester staple fibre is sourced from Reliance Industries
Ltd., Acrylic Staple Fibre is procured from IPCL and Pasupati Acrylon Ltd. Cotton, being
a seasonal crop, is procured from various centers in the country during the harvest season.
Lycra is not available in the domestic market; it is imported from DuPont, Singapore.

Weaving:
For weaving activity, the company is mostly using the yarn manufactured in-house.

Garmenting:
For garmenting also, the company is using the fabrics manufactured at its own weaving
division.

POWER

The company meets major part of its power requirement for its units situated at Banswara
through in-house generation. It is having 9.75 MW fuel oil based power plants, besides
19937 KVA diesel generating sets. The balance requirement of power is sourced from the
State Electricity Board. In view of the increase in the cost of generation due to abnormal
hike in the furnace oil prices, now the company is in the process of setting up a 18 MW
thermal power plant, which would meet entire power requirement of all three units
situated at Banswara from 2007 onwards.

In case of Garment unit at Daman, power is adequately available at reasonable rate, hence
power requirement is fully sourced from the Electricity Board.

Group Companies

Banswara Fabrics Limited : Banswara Fabrics Limited, situated at Banswara, is an

associate firm of the company. It is doing job spinning work for the company and also
engaged in fabric manufacturing and trading activity at Umergaon.

Carreman Fabrics India Limited : Carreman Fabrics India Limited, set up by the
Company in Joint Venture with Carreman Michel Thierry, France, a leading textile
business house in Europe, with 50:50 capital contribution. Carreman Fabrics India Ltd.
has a state-of-art weaving plant at Banswara having 60 Tsudakoma looms to produce
quality fabrics to be exported to developed countries.

Company Products
YARN

At Banswara, we understand that to produce high-quality finished fabrics, we must start

by producing the best quality yarn. Throughout our history, we’ve focused on innovation.
We understand the changing needs of the fashion industry and are constantly at the
forefront of new developments to make dreams come true.

We specialize in producing blends of viscose staple fibre, polyester staple fibre, acrylic
staple fibre, lycra, cotton, linen and wool. We have a total production capacity of 25000
tonnes of yarn per year.

20,000 tonnes are polyester blended dyed yarns and 5000 tonnes are 100% cotton
combed and carded yarn.

Our aim is to make sure every customer is satisfied. To ensure the quality of our final
product, all yarn is tested for irregularities and imperfections.

•• Testing for yarn irregularities: Uster testing UT-3 and Classimat testing.
Because without good yarn, you can’t weave good fabric.

We manufacture inter alia the following variety yarns:

A : 100% Polyster
B : 100% Viscose
C : 100% Acrylic
D : Poly / Viscose
E : P / V Wool
F : P / V Lycra
G : P / V Linen
H : P / V High Twists
I : 100% Combed and Carded Cotton Yarn
Count Range 8's - 60's NE. available in Fibre Dyed / Ecru.

THE RIGHT COLOUR: At Banswara, we go to great lengths in search of your perfect

shade. And once we have it, we ensure it stays that way. To achieve consistency
throughout the batch, we offer fibre-dyeing. We also have facilities for yarn and fabric
dyeing, to give you flexibility without compromising on the quality of colour.

Facilities: Ring spinning with Reiter auto-leveler draw frames and Autoconers with
Uster-quantum clearers.

FABRICS

We create fabric that is based on the clothes people wear, and people wear clothes based
on the fabric we create. Our team takes you through every step, from weaving to
finishing.
The BANSWARA fabric team is your source for innovation with value. Inspired by
Europe, made in India. Our collections have the creative edge. We produce solutions to
career-wear clothing and smart casual look.

Our Specialties include:

» Stretch fabrics. WE ARE “LYCRA ASSURED”

» Specialty finishes for touch (Stain, Wrinkle, Moisture Management, etc.)

» Critical match.

» Design innovations.

» Sampling and development support.

At present, we manufacture the following fabrics, for men and women.

Mono, Bistretch and Rigid fabrics in the following blends:

A :
B :
C :
D :
E :
F :
G :
Polyester / Viscose
Worsted Spun Polyester/Wool
Polyester/Modal
Polyester/Viscose/Lycra
Polyester/Viscose/Cotton
100% Cotton specialties
100% Viscose

Quality Testing:
» Pilling and abrasion

» Colour fastness to washing and to light

» Dimensional Stability

» Seam Slippage

» Spray Rating- for Teflon fabrics

» Stretch/Recovery/Growth- for lycra fabrics

We also arrange for inspection of goods from Intertek Testing Services

Facilities:
•• Shuttleless weaving: Sulzer Airjet, Sulzer Projectile and Picanol Gama Rapier Looms
•• Finishing: Finishing capacity of upto 2 million metres per month, superfinish machine
and KD Biella Decatiser

READYMADE GARMENTS

Banswara Garments is a new member of the Banswara Group. The factory is located in
Daman, which is 200KM north of Mumbai and 600 KM south of Banswara. The garment
unit is a specialized dress pant factory. It makes the offering of Banswara complete and
vertical. Our team will take you right from the concept to the final product in the least
possible lead-time.

Facilities:

The factory is equipped with a full complement of machines to be able to manufacture a

trouser of the finest quality. We do all our marking and grading on a CAD system from
Rich Peace. The sewing line primarily consists of Juki machines. There are automatic
welting machines from Eagle. Curtain felling machines from Union Special, eyelet
buttonhole machines from Reece and blind loop machines from Mair. The pressing is
entirely from Rotondi, including leggers, toppers and side seam presses.

Capacities:

The total floor space of the factory is close to 40,000 square feet of built up area. The
installed capacity is for about 2,000 units per day. The entire focus of the factory is on
producing dress pants that are able to match the highest standards of workmanship,
quality and appearance.

The Banswara group is considering further capacity expansion in this area in view of the
quota free access to North American and European markets.
The capacity of the garment factory is backed by our fabric manufacturing and design
capable of producing up to a million meters per month of dress pant fabric.

TECHNOLOGICAL UPGRADATION AND INNOVATION

Over the years the company has given major emphasis on innovation of its existing plant
& machinery in order to improve the quality of its products.

For the last five years the company has installed various latest technology machinery and
equipments in its spinning, weaving and processing divisions.

The company has spent Rs. 146 crores towards expansion and modernization during the
last five years from 1st April, 2001 to 31st March, 2006 with the financial assistance from
various Banks and Institutions under Technology Up-gradation Fund Scheme of the
Government of India. This has enabled the company to make its products widely
acceptable in the domestic as well as international markets.

Current Expansion, Modernisation, Diversification project:

At present the company has taken up an expansion project of Rs. 102.50 crores to expand
its spinning, weaving, processing, garmenting divisions and also to install a 18 MW
thermal power plant. This expansion project will be fully implemented by January, 2007.

Marketing Network

The company has three marketing divisions for –

» Yarn,

» Fabrics and

» Readymade Garments.

The company has its own offices and agency network in the home and abroad for
marketing of its products.

Marketing Team :
 Shri J.K.Rathi
YARN
Shri Rakesh Mehra
Shri Ravi Toshniwal
FABRICS Shri Rohitash Jindal
Shri Hemal Malviya
GARMENTSShri Shaleen Toshniwal
DOMESTIC MARKETING:
: jkrathi@banswarafabrics.com
: rakeshmehra@banswarafabrics.com
: ravitosh@banswarafabrics.com
: rohitashjindal@banswarafabrics.com
: hemalmalaviya@banswarafabrics.com
: shaleentoshniwal@banswarafabrics.com

The company has own offices and marketing persons at following centers for the
domestic market:-

Gopal Bhawan (5th Floor) Flat No.204

199, Princess Street E-2, A.R.A.Centre
Mumbai-400 002 Jhandewalan Ext.
Tel. (022) 56336571-75 New Delhi-110 055
Fax: (022) 22064486 Tel. (011) 23676124, 23676948
Shri S.P.Kalani
Samdani Building
C/o. Agarwal Engg. Works
Mill Choraya
Ram Kumar Mill Compound
Pur Road
Opp: Saraspur Gate
Bhilwara-311 001
Ahmeadabad-18
Tel. (01482) 247654, 247656
Tel. (079) 22686670
In the domestic market, the major customers of the company includes Raymonds Ltd.,
Reliance Industries Ltd., Grasim Industries Ltd., Siyaram Silk Mills Ltd., Rajasthan Spg.
& Wvg. Mills Ltd., Donear Suitings, Arviva Ltd., Bombay Dyeing & Manufacturing
Mills Ltd., Indian Rayon Ltd., Life Style International, etc.

EXPORT MARKETING:

The export activities for all the products of the company are looked after from the
Mumbai office.

In the international market, the major customers of the company include Armatex Ltd.,
Carreman Michel Thierry, France, Rutex Textilhandles GMBH, Germany, Groupo M
Industries SA, USA, Epengle Tekstil Endustri Ve Tic, Turkey, Adel Saleh Trading Co.
Ltd., UAE, Egyptian Group Indl Expimp, Egypt, etc.

The company’s export performance for the preceding five years is as under:-

Year Amount (Rs. in lakhs)

2001-02 11,250
2002-03 15,668
2003-04 20,431
2004-05 16,000
2005-06 20,270
Awards/Achievement

EXPORT AWARDS

» The company has got Export Excellency Award from the Rajasthan State Government
for its export performance for the year 1993-94 and 1994-95.

» It has also received following export awards from The Synthetic & Rayon Textile
Export Promotion Council:-

Genuinely, what happened at BSL is something like this. Mr. R.L.Toshniwal was alone
years ago. But then, he was joined by other visionaries, and they made mission, vision
and their joint efforts made dreams come true. The company received the award of the
best exporter continuously for 5 year. A list of awards been awarded of BSL are listed
below:

1996-1997

SRTEPC award presented for second best overall export performance to BSL for the year
1996-1997.

1997-1998

SRTEPC export award presented for the best export performance in the category of
Acrylic Yarn to BSL for the year 1997-1998.

1998-1999

SRTEPC export award presented for overall export performance in Synthetic & Rayon
Textiles to BSL for the year 1998-1999.

1999-2000

SRTEPC export award presented for the best export performance in the category of
manmade Fibre Blended Fabrics to BSL, for the year ended 1999-2000.

2000-2001
BSL became a qualified partner in the LYCRA® Accredited Mills network, a new level
of technical and marketing collaboration between Dupont Textiles and Interiors and
leading fabrics mills around the world.

2001- 2002

SR TEPC export award presented for highest export performance in Acrylice Yarn to BSL
for the year 2001 -2002

SRTEPC export award presented for performance in polyster-spun fabrics to BSL in the
same year.

SRTEPC export award presented for performance in man made fabric blended fabrics to
BSL in the same year.

SRTEPC export award presented for 5th highest overall export performance in Synthetic
and Rayon Textiles to BSL.

2002- 2003

Dupont has certified BSL product as that of the highest grade.

Best Export Performance in Polyester Spun Fabrics

Best Export Performance in Man-made Fibre Blended Fabrics

2003- 2004

Fourth Best Overall Export Performance in Synthetic & Rayon Textiles

Best Export Performance in Man-Made Fibre Blended Fabrics

2004- 2005

Best Export Performance in Man-Made Fibre Blended Fabrics

Best Export Performance in Man-Made Fibre Blended Fabrics

Other Achievements

• Banswara Syntex is a pioneer in exports of polyster-viscose blended suitings.

• Leading procedures of poly viscose Lycra fabric in India.
• Only company whom Lycra has recognized as their manufacturer.
• Best performance award in Fabric export in 2005-2006

COMPANY PROFILE
Name : Banswara Syntex Limited

Sister Companies : Banswara Fabrics Limited

: Banswara Textile Mills Limited ( all located at Banswara)

Jobs : BSL -Yarn Making

: BFL - Fabric from fibre

: BTM- Processing fabrics

Standards : IS / ISO 9002

Size of the unit : Large scale unit

Form : Joint Stock Company

CONTRIBUTION OF THE UNIT TO THE INDUSTRY

2%

India
Other Nations

98%

From amongst the total global textile market 2% is covered by India, and Banswara
Syntex stands 8th in the rank of composite textile mills in India.

BSL, has thus earned a place for it, in the textile industry is working effectively and
efficiently, increasing its contribution day by day and meeting global levels of quality and
costs.
 PRODUCT PROFILE

Banswara Syntex has been recognized as the leader in manufacturing poly/viscose/lycra

yarns. The company produces many varieties of poly/viscose/lycra fabric, which include,

1. Bi- Stretch

2. Warp-stretch

3. Weft- Stretch fabrics

Further, Banswara is also manufacturing fabrics with special finishes such as,

4. Teflon stain defender

5. Teflon – HT

6. Teflon LAD (Line Air Dry)

7. The company is also introducing poly/wool to its range.

8. The latest market is the uniform market, and the uniform kit is named as , The
Bantex English Kit. At BSL, they say, “Every Kid in UK knows the name of
BSL.”

Product Range:

The range of yarns include,

1. 100% Polyster

2. 100% Viscose

3. Poly Viscose

4. Poly Wool

5. Poly/Viscose/Lycra

6. Poly/Viscose/Linen

7. Poly/Viscose/high twists

Fabrics for men and women include,

 1. P/V blended suitings

2. P/V with wool blends

3. 100% viscose

4. P/V with Lycra

5. P/V with linen blends

6. Acrylic Viscose blends

Banswara syntax ltd. is proud to say:

“ We create fabric that is based on the clothes people wear, and people wear clothes
based on the fabric we create.”

Banswara Syntex is amongst the biggest Indian Exporters of poly Viscose and blended
fabric. The company has been consistently awarded best performance award in exports in
synthetic blended fabrics, since 1996. the company produces poly/ Viscose blended upto
a capacity of 1 million meter per month which is exported to 80 countries.

The company’s competitor include, Raymonds, Grasim, Mayur Suitings, Siyaram,

Bhilwara exporters, S.Kumars, JCT, Donear and such others.

The main foreign buyers of company

J.C. Penny
Levis Strauss – U.K.
Doccers
Levis Norton – N. America
Armatex – U.K.
And such big players in the readymade garments industry.

PRODUCTS AND ITS INTERNATIONAL SUITABILITY

The information stated below signifies the products of BSL and its international
suitability. It also shows the market segmentation of BSL, which is very important point
of consideration while talking about international marketing.

Uniform (Brand : Bantex English Kit) : The best market is developed countries
where education is widespread. It is
most sold in U.K.
Lycra : The biggest market is North America,
because of high standard of living.
Teflon water repellent : European countries. On the bases of
climate, and weather conditions like
snowfall for a long period of time.
P/V wool blends : Cold countries. To suit the climatic
conditions.
Wrinkle Free : For rough users.
Fire retardant : For industrial user. To suit their use.
P/V Lycra : To export to international companies like,
Levis Strauss.
Yarn : 40% for exports. Some percent for in house
production and some for domestic market.
Other blended fabrics are made as per orders to suit the customers demands and market
trends.
 CHAPTER- 2

CONCEPTUAL

FRAMEWORK

2.1- ORGANIZATIONAL CULTURE & CLIMATE

To understand organizational climate& culture and the

way in which they affect people in the organization various interactive behaviors like
interpersonal behavior, group behavior, use of power and authority, leadership,
communication, conflict and control, occur in organizational context.

Therefore overall organizational situations and characteristics

would affect the effectiveness of these behaviors. Such situations and characteristics are
contained in organizational climate and culture.

Therefore understanding of organizational climate and culture

helps in better management of people in the organization.

2.2-CONCEPT OF ORGANIZATIONAL CLIMATE

A set of attributes specific to a particular Organization that may be induced from

the way that organization deals with its members and its environment for the individual
members within the organization. Climate takes the form of a set of attitude and
expectancies which describe the organization in terms of both static characteristics (such
as degree of autonomy) and behavior outcome and outcome-outcome contingencies.

Organizational climate

Organizational climate serves as the guidelines for dealing with people, and has a
major influence on motivation and productivity of individuals as well as total
work group. A sound climate is a long term proposition. Managers take an asset approach
meaning that they take the climate as organizational assets.

According to Bowditch Buono, “Organizational Climate” is an indicator of

weather the belief & exception about organization late are being fulfill organizational
climate reflects a persons perception of the organization to which he belongs. It is a set of
characteristics & factor that are perceived by the employees about their organization
which serve as a major force in influencing their behavior.
 Richaed N. Hodgetts has classified organizational climate into two major categories:

1. The first category consists of factors which can be observed.

2. The second part consists of factors that are not visible & quantifiable.

- Hierarchy
Overt - Financial resources
Factor - Goals of Organization
- Skills & abilities of performance
- Performance Standards
- Attitude

Covert factor - Feelings, satisfaction

(Non visiable) - Values

- Interaction
- Supportiveness

Figure-2.1 Major Factor of Organizational Climate

2.2.1- DETERMINANTS OF ORGANIZATIONAL CLIMATE

The factors witch influence the above dimensions of Organizational climate are as
follows…

1. Economic condition:-
 An organizational economic condition influence its culture in several wage the
more prosperous an organization is the more it can effort to spent on research & the more
it can effort to allow its employee to take risk and being advantage.

2. Leadership style:-
An originations leadership style place a per found it determining several aspect of
its culture. Thus in authorization style makes the organizational culture characteristics
buy high position structure. Low individual autonomy, low reward orientation a opposite
the culture characteristic of organization with goal directive leadership style.

3. Organizational policies:-
Organization climate is also influence by organizational policies.A policy to
reward employees for increase in profits will make culture more reward oriented.

2.2.2- FACTOR OF ORGANIZATIONAL CLIMATE

Researchers in Organizational climate have used data relating to

individual perception of organizational properties in identifying Organizational climate.
Even in this context, there is a great amount of diversity. For example, Litwin and
stranger have included six factors witch affects Organizational climate. This are:-

(1) Organizational perception of the extent of organizational constraints, rules

regulations, red-tape.
(2) Individual responsibility—feelings of autonomy of being of one’s own boss.
(3) rewards-feelings related to being confidence of adequate and appropriate rewards.
(4) Risk and risk-taking- perceptions of the degree of challenge and risk in the work
situation.
(5)Warmth and support- feelings of generals good fellowship and helpfulness prevailing
in the work settings; and
(6) Tolerance and conflict- degree of confidence that the climate can tolerate differing
opinions.

A broader and some what more systematic study of climate

dimensions described by Schneider and Bartlett includes six items that should include in
determining Organizational climate. These are managerial support, managerial structure,
and concern for new employees, inter-agency conflict, agent dependence, and general
satisfaction. Taguiri has identified five factors in organizational climate on the basis of
information provided by manager. These are:-

(1) Practices relating to providing a since of direction of purpose to there jobs- setting of
objectives, planning and feedback.
(2) Opportunities for exercising individual in initiative.
(3) Working with a superior who is highly competitive and competent.

(4) Working with co-operative and pleasant people; and

(5) Being with a profit-minded and sales-oriented company.
 However, some broad generalization can be there are individual
autonomy, the degree structure imposed upon the people, reward orientation and
consideration, warmth and support.

2.2.3- IMPACT OF ORGANIZATIONAL CLIMATE:

Organizational climate provides a type of work

environment in which individual feels satisfied and dissatisfied. Since satisfaction of
individual goes a long way in determining his efficiency, organizational climate can be
said to be directly related with his performance in the organization. There are four
mechanisms by witch Organizational climate effect performance, satisfaction, and
attitude of people in the organization.

1.Organizational variables can operate as constraint system in both a positive and

negative sense by providing knowledge of what kinds of behavior agree rewarded,
punished or ignored.
2. The organizations can influence behavior by attaching different rewards and
punishments to varying behaviors. These assignment different values to behavioral
outcomes would then influence the behavior of those people most interested in those
specific values.

3. Organizational variables may affect behavior through evaluation of the self and others,
and such evaluation will, intern, influence behavior. There are both physiological and
psychological variables associated with evaluation presses.

4. Organizational factor work as stimuli. As stimuli they influence an individual’s

arousal level, witch is a motivation variables directing behavior. The level of arousal
will directly affect the level of activation and hence performance.
5. Organizational variables influence behavior in that they influence the individual to
form apperception of the organization. This perception then influences behavior.

2.2.4- DEVELOPING A SOUND ORGANIZATIONAL CLIMATE

A sound organizational climate is a long-term proposition. The climate of each

Organizational is set through an organizational behavior system.
Organizational climate exist in a contingency relationship with the Organization,
meaning that the type of climate that an Organization seeks is contingent upon the type of
people it has, the type of technology, level of education and expectations of people in it.
There are variations in practices; following prescriptions can be taken as feature
of a sound organizational climate.

1. Absence of political manoeuvring for Organizational positions and other personal

gains;
2. Linking rewards with performance rather then linking with other considerations such
as blood relationship, friendship, social background.
3. High standard of excellence in every area of operation and evaluation;
4. Encouragement for participation and group decision and its implementation;
5. Encouragement for innovation and freedom to act upon ideas;
6. High values assigned to interpersonal amity and tolerance of individual differences;
7. High standards or moral integrity in dealing with both internal and external matters.
These prescriptions can be achieved on a long term basis
and more by practice and not by prescriptions alone.

2.2.5- PARTICIPATION AND ORGANIZATIONAL CLIMATE :

 Participation is based on democratic value of organizational life. The basic
features of democracy as applied to organizational life can be seen by quoting Bennis. He
observes that democracy is not permissive or laissez faire, but system of values-a climate
of beliefs governing behavior- which people are internally compelled to affirm by deeds
as well as words. This value include
(1) Full and free communication, regardless of rank and power
(2) A reliance on consensus, rather then on the more customary forms of coercion of
compromise, to manage conflict
(3) The idea that influence is based on technical competence and knowledge then on the
vagaries of personal whims or prerogative of power
(4) An atmosphere that permits and even encourages emotional expression as well as
task-oriented acts and
(5) A basically human bias, one witch accepts the inevitability of conflict beet win the
organization and the individual but witch is willing to cop with and mediate in this
conflict on rational grounds.
There are three important ideas in this concept of participation; mental and
emotional involvement, acceptance of responsibility, and motivation to contribute.

1. Mental and emotional involvement.

Perhaps the basic feature of participating system is
mental and emotional involvement witch emphasizes humanization of administrative
system. The involvement is psychological rather then physical. A person who participates
is ego-involved instead of merely task-involved.
If there is no mental and emotional involvement, it is not participation in real
sense, rather a pseudo- participation which implies that the manager tries to make people
think they are participating and having and influence while really they do not. It is
manipulative in nature.

2. Acceptance of responsibility.
 A second characteristic of participation is that it encourages people
to accept responsibility. Since people have active participation in decision-making, they
are both decision makers and executors. Thus it is a social process by which people
become self-involved in an organization and want it to work successfully.

Davis observes that as individuals begin to accept responsibility for

group activities, they begin to be interested in, an receptive to team work, because they
see in it a way to do what they want to do, that is, to get a job done for witch they feel
responsible. This idea of getting the group to want team work is the key step in
developing it into a successful work unit.
When people want to do something, they will find a way. Under these
conditions, employees perceive managers as supportive contributors to the team.
Employees are ready to work activity with managers, rather reactively against them.

3. Motivation to contribute.
A third feature of participation is that it motivates persons to contribute
to the situation. They are given opportunities to release their own resources of initiative
and creativity towards the objectives of the organization. Thus it is different from consent
in that the latter process only confirms what has already been decided.
A consenter does not contribute decision- making rather he merely
approves. Participation is more than getting consent for something already decided.
Participation uses the creativity of all persons there by all of them contribute something
in decision-making

2.2.6 PARTICIPATION IN INDIAN ORGANIGATION

 The political system of our country is based on democracy, that is,
such an approach will adopted at all level of decision-making. This system extends to
business and other organizations. At the same time we have adopted the socialist pattern
of society witch embraces the life of every individual and every aspect of his life.
From this point of view, industrial democracy is a prerequisite for
the establishment of democratic socialist society. But this democracy has been followed
more as a political system rather then a way of life. It means it is a system-orientation
rather then a value-orientation.
Thus, in this context it is quit relevant to identify the extent to
which the industrial democracy is followed in Indian organizations. This can be analyzed
n two terms—labour participation in management and participative management.

Labour participation in Management

In India industrial democracy has always been associated with labour

participation in management.

1. Most of the managers and owners of the enterprise manage the affairs of their
organizations in an authoritarian way. Their personal whims and prejudices may
render them selves unadjustable with respect to workers.
2. They have always been in the habit of deciding the fate of their organizations and
workers and they have been very rigid in their directions and instructions to the
workers. Some owners are not even ready to share their views with top level
executives what to talk of workers.
3. These values go down in the organization which inhibits the meaningful
participation.

4. There is another problem in the way of participation, and this is in the form of
superior-subordinate relationship. When the people are placed in this relationship,
 they develop a sort of personality characteristics which always work in dealing in this
relationship.
5. This is so because a subordinate is dependent on his superior for the satisfaction
of his needs in the organization and his overall personality is judged by his day to day
performance and behaviour. Realising his subordinate tents to speak less freely in the
presences of his superiors.
His ideas tend to be coughed in terms that will support those views which he knows the
superiors already approve. In such a case, worker hesitates to speak freely.

Associated with the above point is the problem of role conflicts

among workers when they enter in meaning participation. A worker is at lowest level of
hierarchy in the organizations but when he confers as peer with high level managers, his
role is that of superior of many individuals some of them being at much higher level then
his own superior.
Considering such role conflict and other factors even trade union
leaders have suggested that sharing ideas at the board level is not appropriate. Even in
countries like U.S.A. and Britain, where the trade unions are quite strong such an idea is
rejected holding that this would simply cause confusion of roles and worker director
would not be able to reconcile his position as a trade unionist representing workers
interest with being a member of the management.
 2.3- ORGANIZATIONAL CULTURE

“Organizational culture refers to a system of shared meaning held by member. That

distinguishes the organization from other organization.”
“The culture of an organization is a set of characteristic that the organization values.”

Organizational culture has a number of important characteristics:-

1. Observed behavioral regulation:

When original participants interact with one another, they used common
language , terminology.

2. Norms:
Standards of behavior exist, including guidelines on how much work to do.

3. Dominant values:
Authorities / having control there are major values that the organization advocated &
expects participants to share.
Example: low absenteeism, high product quality.

4. Philosophy:
There are policies, that set for the organization beliefs about how employees or
customer’s are to be treated.

5. Rules:
There are strict guidelines related to getting along in the organization new comer’s
must learn those rules to be expected. Treated as members of the group

6. Organizational climate:
This is overall “Feeling” that is conveyed by the physical layout.
2.3.1 MAINTAINING ORGANIZATIONAL CULTURE

It means “Keeping the culture aline”. There forces play an

important role in sustaining a culture.

1. Selection:
The goal of the selection process is to identify & hire individual,
who have to knowledge, skill & abilities to perform the jobs within the organization.
So we can say that selection process sustain the organization

2. Top Management:
The action of top management like, what they say & how the
behave. Senior executive establish norms & how much freedom managers should
give their employees. What is an appropriate dress? All it has a major impacts on the
organizational culture.

3. Socialization:

Pre arrival  Encounter Stage  Metamorphosis Stage  I. Productivity

II. Commitment
III. Turn Over

It is process that adopts employees to the organizational culture.

A. Pre arrival stage:

The period of learning in the socialization stage that occurs before new
employees joins the organization.
 B. Encounter stage:

“Face to Face Meeting.” the stage in which a new employee sees what the
organizational is really like & he conform that the possibilities that acceptation &
reality may different.

C. Metamorphosis stage:
This stage have three out comes with changes in productivity, commitment and
turn over.

2.3.2- CHANGING ORGANIZATIONAL CULTURE

1. “Guideline for Change” asses the current culture.

2. Set realistic goal that impact on the bottom line.

3. Recruit outside personnel with industry experience so that they are able to interact
well with the organization at personnel.

4. Make changes from the top-down so that a consist message is delivered from all
management team members.

5. Induced employees in the culture change process specially when making changes
in rules & processors.

6. Trap out all trapping that remind the personnel of the previous culture.

7. Expect to have some problem & find people who would rather move than change
with the culture & if possible take these losses early.

8. More quickly & decisively to build momentum & to defused resistance to the new
culture.

9. Stay the course by being persistent.

2.3.3- IMPACT OF ORGANIZATIONAL CULTURE

Organizational culture, being unique and distinctive, prescribes

some specific modes of behavior for its members. These modes of behaviors, then, affect
the entire behavioral processes. Though such behavioral processes may have different
dimensions, they ultimately create impact on objective setting, work ethic, motivational
pattern, and organizational processes.

5. Objective Setting:
Culture moulds people and people are basic building blocks of the organization. Thus,
for one organization, the objective may be profit maximization, but the same objective
may be profit maximization, but the same objective may be unworthy, mean, and the
petty for other organization.

6. Work Ethic:
According to common usage, moral, good, right, honest, etc. are more or less used as
synonymous to ethical etc. Work ethic in an organization is derived from its culture.

7. Motivational pattern:
If organization culture is geared towards achievement, people will find it quite

motivating and put their outmost energies for the work. In its absence, high

achievement-oriented people develop frustration and desert the organization.

Therefore, organizational culture should be achievement oriented.

 8. Organizational Processes:

Various organizational processes like planning, decision

making, controlling, etc. , are determined by the organizational culture because these
processes are carried out by the people in the organization.
CHAPTER - 3

RESEARCH

METHODOLOGY

RESEARCH METHODOLOGY
OBJECTIVES:-
 To study the culture & climate of the organization
 To check the Level of satisfaction among the employees.
 To recommend way or means to improve organizational culture & climate based on
detailed analysis of data gathered
 To complete the project as required for the partial fulfillment of the MASTERS
DEGREE IN BUSINESS ADMINISTRATION.

Research Design Descriptive

Data collection Survey
Type of Data Primary &Secondary
Sample Area BSL
Sample Size 50
Sampling Unit BSL
Type of Questionnaire Structure
Research Instrument Questionnaire
Statistical Tools used Graphical Presentation &Pie Chart
 CHAPTER - 4

DATA- ANALYSIS

&

INTERPRETATION

1. Significant role of climate and culture in BSL.

 No. of Employees 50
Yes 45
No 5

Significant Role Of Climate & Culture

10%

Yes
No

90%

INTERPRITATION:
The significant role of climate & culture in BSL is mostly
favorable, because the climate & culture of this organization is better according to
working condition.

2. Culture and climate of BSL:

Factor % of respondents
Excellent 0%
Very good 15%
Good 40%
Fair 45%
No Opinion 0%
 Climate & Culture OF HZL
0%
0%
15%

Excellent

45% Very Good

Good
Fair
No Opinion
40%

INTERPRITATION:
The climate & culture of the BSL is good as per the
employees and research conducted in summer training, they must do some improvement
for better climate & culture in their organization.

3. Depending Factor Of Organizational climate:

Factor % of respondent
Economic conditions 28%

Leadership style 35%

Organizational policies 30%

Any other 7%
 Depending Factor Of Org.Climate
40 35
35 30
28
% Of Employees

30
25
20
15
10 7
5
0
Economic Leadership Organizational Any Other
Condition Style Policies
Factor

INTERPRITATION:
In the BSL the most depending factors of the
organizational climate organizational policies and leadership style. Other factor which are
depending for organizational climate are organizational design & structure, organizational
processes, etc.

4. Factor Influencing Organizational Climate:

Factor % of respondents
Organizational structure 23%

Financial resources 7%

Goals and objective of organizations 8%

Skills and abilities of its members 10%

 Attitude, beliefs and values of members 52%

Factor Influencing Org. Climate

Org. Structure
23%
Financial Resources

Goals & Objective OF Org.

52% 7%
Skills & Abilities Of Its
8% Members
Attitude, beliefs & Values
10% Of Members

INTERPRITATION:
The main factor which influences the organizational climate is
mostly attitude, beliefs & values of the members or the organization or department, and
organizational structure is also an important factor which influences the organizational
climate in BSL.

5. Impact of organizational culture:

Factor % of respondents
Objective setting 17%

Work ethic 32%

Motivational pattern 38%

Organizational processes 13%

 Impact Of Org. Culture

13% 17%

Objective Setting
Work Ethic
Motivational Pattern

38% Organizational Processes

32%

INTERPRITATION:
The impact of organizational culture is mostly depend upon
the motivational pattern of the BSL., the work ethics of this organization is also impact
on the culture of the organization. BSL must have more emphasis on organizational
structure also.

6.Dominant Role of factor towards success:

Factor % of respondents
Objective & policies 8%

Skills, talents & abilities of employees 26%

Value, norms and beliefs of employees 30%

Working conditions and conflict 28%

resolution techniques
 Organizational design and structure 14%

Dominant Role Of Factor Towards Success

13% 8% Objectives & Policies

Skills, Talent & Abilities

25% Of Emp.
Values, Norms & Beliefs
26% Of Emp.
Working Condition &
Conflict Resolution Tec.
Organizational Design &
28% Structure

INTERPRITATION:

Values, norms & beliefs of employees in the organization have a dominant

role towards success of the organization which makes the climate & culture of the
organization better, working condition & conflict resolution techniques and skills, talent
& abilities of employees also have dominant role in the organization. BSL also emphasis
on objectives & policies of their organization.

7.Preference order in organization for climate & culture:

Factor % of respondents
Working condition 10%
Superior’s attitude towards you 19%
Motivational pattern 24%
Work ethics 23%
Objective setting 13%
Organizational processes 11%
 Preference Order In Org.

Working Condition
11% 10%
Superior's Attitude
Towards You
13%
19% Motivational Pattern

Work Ethic

23% Objective Setting

24%
Org. Processes

INTERPRITATION:
According to BSL the main factor in better organizational
climate & culture is motivational pattern and work ethics of the organization. The better
climate & culture of the organization superior’s attitude towards their subordinate &
employees of their organization, objective setting is also important factor.

8.Proud on organization:

Yes 98%

No Opinion 2%
 Proud On Organization

2%

Yes
No

98%

INTERPRITATION:
According to the climate & culture of BSL the employees are
very proud on their organization, only few candidates are which have no opinion for that,
but it does not effect the organization.

CHAPTER - 5
 Conclusion

&

suggestion

CONCLUSION

1. The significant role of climate & culture in BSL is mostly favorable, because the
climate & culture of this organization is better according to working condition.
2. According to BSL the main factor in better organizational climate & culture is
motivational pattern and work ethics of the organization. The better climate & culture
of the organization superior’s attitude towards their subordinate & employees of their
organization, objective setting is also important factor.

3. Values, norms & beliefs of employees in the organization have a dominant role
towards success of the organization which makes the climate & culture of the
organization better, working condition & conflict resolution techniques and skills,
talent & abilities of employees also have dominant role in the organization. BSL also
emphasis on objectives & policies of their organization.

4. The main factor which influences the organizational climate is mostly attitude, beliefs
& values of the members or the organization or department, and organizational
structure is also an important factor which influences the organizational climate in
BSL.

5. The impact of organizational culture is mostly depend upon the motivational pattern
of the BSL, the work ethics of this organization is also impact on the culture of the
organization. BSL must have more emphasis on organizational structure also.

6. In the BSL the most depending factors of the organizational climate organizational
policies and leadership style. Other factors which are depending for organizational
climate are organizational design & structure, organizational processes, etc.

7. According to the culture & climate of the BSL each worker & employee is very proud
on their organization. Only some factor like organizational structure and policies are
not good but they are more emphasis on these factors for their progress &
effectiveness.

SUGGESTIONS
  Superiors should be try to maintain good relations & attitude with their
subordinates
& improve personal skills and abilities .
 Their should be an interdepartmental meet once in a month to build trust among
the employees.
 Their should be included in meet of the organizational`s goal ,objectives &
policies.
 Organizational structure & design and Organizational processes should be define
among the employee.
 A staff meet should be organized either once in a month or once in two months. It
creates an environment of openness and built trust among the employees and the
top management.
 Management’s should be communicated to the workers about the financial
resources
and recent working condition.
 supervisors should be provided the facility of communicating ideas, opinions,
suggestions and grievances to the workers.

ANNEXURE

CLIMATE & CULTURE OF HINDUSTAN ZINC LIMITED

QUESTIONNAIRE

Personal information:
(i) Name: _________________________________________

(ii)Designation: _____________________________________

(iii)Department: _____________________________________

(iv)Age: ___________ (v) Date of joining_____________________

1. Do you think about the significant role of climate and culture in any organization?

(a)Yes (b) No

2. What do you feel about the culture and climate of BSL?

(a)Excellent

(b)Very good

(c)Good

(d)Fair

(e)No opinion

3. According to you organizational climate is mostly depend upon which offer following
factor.
(Tick any one)

(a)Economic conditions

(b)Leadership style

(c)Organizational policies
 (d)Any other, please mention____________________________

4. Rank the following factor which plays a major role in influencing the organizational
climate.

(a)Organizational structure

(b)Financial resources

(c)Goals and objective of organizations

(d)Skills and abilities of its members

(e)Attitude, beliefs and values of members

5. An organizational culture impact on which of the following point.(tick any one)

(a)Objective setting

(b)Work ethic

(c)Motivational pattern

(d)Organizational processes

6. Which factor plays a dominant role towards success of your organization?

(Tick any one)

(a)Objective & policies

(b)Skills, talents & abilities of employees

(c)Value, norms and beliefs of employees

 (d)Working conditions and conflict resolution techniques

(e)Organizational design and structure

7. Rank following points, as per the preferences given by your organization.

(a)Working conditions

(b)Superior’s attitude towards you

(c)Motivational pattern

(d)Work ethic

(e)Objective setting

(f)Organizational processes

8. Do you fill proud upon your organization?

(a)Yes (b) No

9. How your organization is differentiated from other organizations.

_____________________________________________________________________

10. Any suggestions which you want to be applied in your organization, so that it can
differ itself with other
.