PROJECT REPORT ON

COMPARATIVE STUDY OF WORK CULTURE

IN

INDIAN OIL CORPORATION LTD. (PSU)

&

RELIANCE INFOCOMM(PVT. COMPANY)

UNDER THE GUIDANCE OF:- SUBMITTED

BY:
Ms. ANJALI NITESH
Lecturer MBA08/36
MBA Deptt. MBA 4th semester
 SAT PRIYA INSTITUTE OF

MANAGEMENT STUDIES AND

REASEARCH.

(M.D. UNIVERSITY, Rohtak)

ACKNOWLEDGEMENT
I WOULD LIKE TO EXPRESS MY HEART FELT GRATITUDE
TO Mr.Dev (Reliance), Mr.Vijender,Ms.Suman(Iocl) For Their
Valuable Inputs And Constant Guidance.

I Would Like To Thank Hr Executives And

Supervisors Of Reliance Infocomm & Iocl. Who Spared Their Valuable
Working Time And Helped Me Knowing The Collection Of Data For
Analysis For My Project Report.

I Would Like To Thank My Faculty And Ms. Anjali

Who Guided Me Throughout To Make A Excellent Project Report.

Last But Not Least My Friends & Parents Who Cooperated With
Me For The Submission And Completion Of This Project Report.
 INDEX
1. EXECUTIVE SUMMARY

2. SIGNIFICANCE OF THE STUDY

3. INTRODUCTION OF STUDY

• ORGANISATION CULTURE

• OCTAPACE PROFILE

• CHARATERISATION OF INDIAN ORGANISATIONAL WORKING

CULTURE

• FAQs

4. STATEMENT OF OBJECTIVES

5. RESEARCH METHODOLOGY

6. ANALYSIS & INTERPRETATION OF DATA

7. CONCLUSION

8. ANNEXURE
 9. BIBLIOGRAPHY

DECLARATION

I NITESH Roll No. MBA08/36 Class MBA 4TH Sem of the SAT

PRIYA INST.OF Mgmt. Studies And Research Rohtak hereby

declares that the project entitled COMPARATIVE STUDY OF WORK

CULTURE IN IOCL & RELIANCE INFOCOMM is an original work &

the same has not been submitted to any of the institutions for the

reward of any other degree. The interim report was presented to the

supervisor on _____________________.

Candidate Signature
 EXECUTIVE
SUMMARY
TITLE:
Comparative Study Of Work Culture in A Public Sector Company And
Private Sector Company.Work culture of PVT. Sector company is
different from that of public sector co. this comprarative study of
working culture is based on OCTAPACE instrument of organisationl
culture.

INTRODUCTION:
A culture (values,norms,patterns of behaviour pattern of behaviour
expected to be shown by all thd employees) including work culture,
that is valued by the organization & enables it to have a sustainable
impact & to continue to achieve its goal and grow. The culture should
be defined by the organization by itself. The culture may deal with
values attached to: internal & external customers, employees, speed
and quality of decision making, discipline, integrity, punctuality,
trustworthiness, cost consciousness.
“Now Develop The Reputation As The Enterprise Leader Must
be able To Build Or Rebuild Outstanding Organisational Culture
From The Ground Up”
- UDAY PAREEK

Leadership ← Strategy → Culture

Culture:
Culture In Any Organisation Is The Unavoidable By-Product That
Develops When A Group Of People Work Together, Has The Power To
Dictate The Future Success And Failure Of Its Organisation.
That’s Why Many Indian Organisation Stressing On Work Culture.

WORK CULTURE INGREDIENTS

ENVIRONMEN
T

ETHOS &
ATTITUDE
ETHICS

INGREDI
ENTS

CL
IM F S
AT L IE
E
BE
INTRODUCTIO
N
 OF THE
COMPANIES

INTRODUCTION OF THE
COMPANIES
PRIVATE SECTOR COMPANY

• RELIANCE INFOCOMM…

Reliance Infocomm is the outcome of the late visionary Dhirubhai

Ambani's (1932-2002) dream to herald a digital revolution in India by
bringing affordable dream to herald a digital revolution in India by
bringing affordable means of information and communication to the
doorsteps of India's vast population.

"Make the tools of Infocomm available to people at an affordable cost,

they will overcome the handicaps of illiteracy and lack of mobility",
Dhirubhai Ambani charted out the mission for Reliance Infocomm in
late 1999. He saw in the potential of information and communication
technology a once-in-a-lifetime opportunity for India to leapfrog over
its historical legacy of backwardness and underdevelopment.

Working at breakneck speed, from late 1999 to 2002 Reliance

Infocomm built the backbone for a digital India - 60,000 kilometres of
fiber optic backbone, crisscrossing the entire country. The Reliance
Infocomm pan-India network was commissioned on December 28,
2002, the 70th - birth anniversary of Dhirubhai. This day also marked
his first birth anniversary after his demise July - 6, 2002.

Reliance Infocomm network is a pan India, high capacity, integrated

(wireless and wire line) and convergent (voice, data and video) digital
network, designed to offer services that span the entire Infocomm
value chain - infrastructure, services for enterprises and individuals,
applications and consulting. The network is designed to deliver
services that will foster a new way of life for a New India
Chairman's Profile

Anil D. Ambani
Mr. Anil D. Ambani, 46, is the Chairman of Reliance Capital, Reliance
Infocomm and Chairman & Managing Director of Reliance Energy
Limited. Till recently he also held the position of the Vice Chairman
and Managing Director of Reliance Industries Limited.

The Reliance group is India's largest business house, founded by late

Shri Dhirubhai H. Ambani (1932-2002).

Work Environment

in

RELIANCE INFOCOMM

 People Management

 Apply Online – inviting Job applications from prospects .

 Exciting Opportunities in Application & Solutions Content Group in

Product Management & Development
 Exciting Opportunities in Material and Product Management Team

 Reliance Infocomm is in the process of setting up best-in-class

work facilities across major cities in India. At Mumbai, the
Dhirubhai Ambani Knowledge City hosts more than 3000
professionals with a range of office complexes, food courts,
avenues and boulevards, fountains, Video conferencing and other
advanced communication infrastructure.

 Apart from the physical work setting, Reliance Infocomm is

fostering a work climate marked by positive energy, team work
and performance ethic.

 Reliance infocomm committed to build a non-hierarchical and

open work environment... a result driven meritocracy.

 "We bet on people" said Dhirubhai Ambani, our legendary

founder. This is at the core of Reliance Infocomm's Business
philosophy. Reliance Infocomm believes in hiring world-class
talent and supporting them with an enabling organisational
framework.

 Reliance infocomm already invested in 50,000 person training

days and state-of-the-art e-learning facilities. it introducing
several progressive and employee friendly HR practices in e-HR,
Employee Self Service, Performance Management System, 360°
Feedback and Leadership Development initiatives.

 Working culture Vision is to develop Global Leaders in India by

providing them opportunities to learn through a comprehensive
and contemporary framework of continuing education.
 The dimensions, as described and interpreted in the Culture in
the Workplace Questionnaire™, are:

• Individualism: The degree of individual or group

orientation

• Power Distance: The level of preference for equality or

inequality within groups

• Certainty: The preference for risk versus structure

• Achievement: The relative degrees of relationship versus

task orientation. This dimension also tracks the relative
masculine and feminine influences in the workplace.

PUBLIC SECTOR COMPANY

• INDIAN OIL CORPORATION LIMITED…

Indian Oil Corporation Ltd. (IndianOil) was formed in 1964
through the merger of Indian Oil Company Ltd. (Estd. 1959) and
Indian Refineries Ltd. (Estd. 1958).

It is currently India’s largest company by sales with a turnover of Rs.

1,50,677 crore (US $ 34.44 billion) and profits of Rs. 4,891 crore (US
$ 1.12 billion) for fiscal 2004.

IndianOil is also the highest ranked Indian company in the Fortune

‘Global 500’ listing, at 170th position. It is also the 18th largest
petroleum company in the world and the # 1 petroleum trading
company among the national oil companies in the Asia-Pacific region.

CHAIRMAN’S PROFILE

Sarthak Behuria,
Chairman
India’s Downstream Major
The IndianOil Group of companies owns and operates 10 of India’s 18
refineries with a combined refining capacity of 54.20 million tonnes
per annum (1 million barrels per day). These include two refineries of
subsidiary Chennai Petroleum Corporation Ltd. (CPCL) and one of
Bongaigaon Refinery and Petrochemicals Limited (BRPL).
IndianOil owns and operates the country’s largest network of cross-
country crude oil and product pipelines spanning nearly 9,000
kilometres, with a combined capacity of 60.42 MMTPA.

IndianOil and its subsidiaries account for 56% petroleum products

market share among public sector oil companies, 42% national
refining capacity and 69% downstream pipeline throughput capacity.

For the year 2004-05, IndianOil sold 50.13 million tonnes of petroleum
products, including 1.96 million tonnes through exports.

To maintain its competitive edge and leadership status, IndianOil is

investing Rs. 24,000 crore (US $ 5.6 billion) during the X Plan Period
(2002-07) in integration and diversification projects, besides refining
and pipeline capacity augmentation, product quality upgradation and
retail expansion.

Work Environment
in
IOCL

 BEUROCRATIC Management

 Employment news in news paper,– inviting Job applications from

prospects. Website is not properly developed
 Opportunities in exploration & technical Contents in product &
Development.

 Iocl provide satisfactory working facilities in refinary plants

specially established in major cities in India.

 Physical work setting is fostering a work culture enhance a

positive energy, team work and performance productivity.

 Work culture build a non-hierarchical and open work environment.

 Iocl faces union problems many a times.but HRD executives have

a capability to sustain themselves against difficulties and
challenges due to their culture.

 Iocl developing many employees oriented programmes.to foster a

healthy work environment in their organization.

 Iocl top management take more hectic in establishing eco friendly

programmes.

 Iocl hold safety measure workshops to prevent rare of accidental

prones.

 The over all environment of IOCL eco-friendly,employees working

with coordination,displine,pantuality,team work and
dedication.but at lower level displine and punctuality lacks.
 INTRODUCTION OF STUDY

ORGANISATIONAL CULTURE
The culture of an organisation is an amalgamation of the values and
beliefs of the people in an organisation. It can be felt in the implicit
rules and expectations of behavior in an organisation where, even
though the rules are not formally written down employees know what
is expected of them. It is usually set by management whose decisions
on policy usually set up the culture of the organisation. The
organisational culture usually has values and beliefs that support the
organisational goals.
Values and Beliefs which support Organisational
Goals.

The culture of the organisation, if it is positive and helpful can help to

motivate staff or at least prevent them from becoming dissatisfied. At
I.B.M. the attitude of management to their employees is an attraction
to prospective staff and would probably help maintain the staff that
they have. If the climate does not satisfy the needs of staff, then it will
probably become a demotivator, - that is that it would cause
dissatisfaction and so people would become less inclined to want to
work towards the

Things in an organisation which contribute to the

culture or climate

Work Flow & Work Load Management &

Supervisory Style

Job Design
Job design
Organisational
structure
 Personal Practices
Company policy

Things which can affect the organisational culture on

an individual or personal level.

o levels of trust

o risk taking

o stress

o fears and anxieties

o social interaction
 o factions and politics

Ways that managers can create and maintain the

desired culture
Being a "role model" or example for the staff by actually behaving in
the way that s/he wants them to behave.

o rewarding appropriate behaviour in some

way

o communicating to staff what behaviour is

desired in as many ways as possible

o providing training in order to highlight

the activities that support the sort of climate
that the manager is trying to encourage.

Characterisation of Indian
Organisation Working Culture

India: nowhere on earth does one get to see such a complex

conglomeration of cultures, customs, religions, races and
tongues. This diversity evokes opinions from neutral observers
that are vastly contrasting. To some, Indian organisations are
dominated by social culture that tend to determine the social
status of a person, thereby affecting every walk of life,
interspersed by religious disputes. But to those who possess
knowledge concerning the evolution of scientific, architectural
and spiritual advancements, India is fascin

When queried about the specifics of the atmosphere in a typical

Indian organization-

In an Indian company, the “power distance” is a big factor, which

magnifies as one looks up the hierarchical ladder. The higher the
person is up the ladder, the more immune to opinions he or she
becomes. Unlike in the Netherlands, it is not always possible to voice
one's own opinions to one's superiors.

Another important facet of the professional set-up in India is the

male domination. But, on the brighter side, many development
programs have been successfully implemented for the betterment of
women.Indians are, in general, more willing to help the To sum-up,
the professional and academic environments that one experiences in
India are very different from the comparable spheres in Europe or the
USA. But due to the continued invasion of multi-national corporations,
vying to garner a chunk of the booming job market, the professional
environment in India is rapidly evolving into a hybrid amalgamation of
Indian values and Western style of management, the latter serving as a

topping to the homemade cake.

Structure and hierarchy in Indian companies

o Within the system of hierarchy in the Indian work place,

senior colleagues and especially elders are obeyed and
 respected. Discussions are almost always lead by the most
senior person.

o Final decisions rest with the highest-ranking business

executives, therefore it is important to maintain strong
relationships with such senior figures in Indian business.

Business practices in India

o Meetings in India will generally begin with friendly small

talk. This may include personal questions about your
family and is seen as a way of building rapport and trust
before business. In India, the family unit is highly valued,
therefore showing interest and respect towards your
Indian counterpart's family is vital for establishing
successful relationships.
 o In Indian culture disagreement is rarely expressed in a
direct manner. The word ‘no' is often avoided and is
replaced by other non-verbal cues and indirect
communication.

o During negotiations, trust and well-established

relationships with your Indian counterparts must be in
place before any form of business can take place.

BASIS OF THE PROJECT

OCTAPACE PROFILE*

OCTAPACE PROFILE – the instrument which provides profile of a

specific organization ethos and culture in eight values.These eight
aspects of octapace are as follows :-

O C T A P A C E
Openess Collaboration Trust Authenticity Proaction Autonomy Confrontation Experimentation

OPENESS- openness where people(individuals,dyads,teams& all in organization

feel free to express their ideas and opinions to each other irrespective of their
level ,designation,etc.there are no barriers to such expressions.there views are
taken seriously.

COLLABORATION - the culture where people are eager to help each other
.team spirit is high interdepartmental collaboration prevails .cohesiveness of
small groups is high .people are ready to help each other with concerned
behavior.

TRUST- it deals with a culture people believing each other and acting on the
basis of verbal messages abd instructions.trustworthiness put onus on the
person who makes the promise or gives his words.there is no overheads to check
if people mean what they say .

AUTHENTICITY-speaking the truth fearlessly and keeping up the promise

made. It is indicated by the extent to which people mean what they say. People
never make promises just to please others but are committed .

PROACTION- it promotes initiatives and exploration on the part of all

employees. It encourages every one to take initiatives and make things happen .
new activities and new ways of doing things are encouraged .

AUTONOMY- the freedom to choose what ones want to do .if every role holder
in the company ,irrespective of his level, has some scope to use discretion in
job.the discretion may be in terms of work methods,decision making ,
communication or any such area .

CONFRONTATION - facing the issues squarely .confronting towards problems

instead of running away from them.enhances problem solving ability.

EXPERIMENTATION- orientation to try out new ways of doing things and take
new decisions.it characterises a risk taking culture.

When these values are practiced in an organization ,they become

a part of life and are like to get best out of people .human potential gets
developed to the maximum extent people competencies are utilized to the
maximum.

FAQS TO KNOW THE INDIAN

ORGANISATION WORKING CULTURE :-

1. IS there free interaction among employees ?

2. DO you willingly accept the challenges and problems ?
3. DO YOU offer help to employees and colleagues in a crisis?
4. DO you really term on what you say.?
5. DO you prefers to take preventive action on most matters.?
6. Would you take independent action relating to your job.?
7. Would team spirit and team work emphasized?
8. DO you trying out innovative ways of solving problems?.
9. IS there genuine sharing of information, feelings,and thoughts in
meetings?.
 10.Tactfulness, smartness and even a little manipulation to get
things done.?
11.Seniors encouraging their subordinates to think about their
development.?
12.Accepting and appreciating help offered by others.?
13.IS there free communication and discussion between seniors and
subordinates?.
14.Facing challenges inherent in work situation?
15. Confiding in seniors without fear that they will misuse the trust?
16.Considering both the negative and positive aspects before taking
actions?.

HYPOTHESIS
Assumptions based on Variables & Components Of Work
Culture Like:
OCTAPACE

Culture variables PVT.SECTOR PUBLIC SECTOR

O-OPENESS Employees feel free to Employees lack
express their opinions freedom to express
& views in pvt. Sector their opinions & views
in public sector.
C-CONFRONTATION Pvt.sector personnel Less confronting
are confront with their attitude.
problems.
T-TRUST There are self Highly trust on one
dependent. but another.
averagely trust on
 each other.
A-AUTHENCITY Personnel’s are more Less authentic.
authentic in pvt.
Sector
P-PROACTION Proactive in nature. Reactive in nature.
A-AUTONOMY Personnel are more Less autonomy.
autonomous.
C-COLLABORATION This variable is more Less prevalent.
prevalent in pvt.
Sector
E- They are more Less experimenting.
EXPERIMENTATION experimenting with
new ideas.

Private sector co’s have more professionalism than PSUs.

Private sector co’s have autonomous work culture than
Pvt sec.co’s more innovative than PSUs
Pvt sec.co’s are autocratic and PSUs are beaurocratic in
nature.

STATEMENT OF OBJECTIVES
UNDERTAKEN
MAIN OBJECTIVE:

Comparative Study Of Work Culture in A Public Sector Company

And Private Sector Company

SUB OBJECTIVES
 • To Study And Analyse The Work Culture Variables In A
Leading PSU And Pvt. Sector Company and To Compare The
Same.

• To Identify Whether Work Culture Really Influence The

Over All working Environment Of The Organisation.

• To relate the various octapace variables with work culture

of specific organization.

• To identify whether private sector company have a more

influential work culture than public sector company.

• To study Indian organization working culture.

• To know the best practices to develop a innovative work

culture.

SIGNIFICANCE
 OCTAPACE instrument used by HRD professionals and OD
consultants in various organizations to improve all these ethos.

 This Study Reveals:

• The Effective Culture Exists Whether In A PSU Or Pvt.

Sector Co.
• What Variables Make It Effective?
  A culture that sets norms, values & culture, & ensures a high
level of motivation for employees constitutes culture sub-system.

 CULTURE SYSTEM
1) HRD climate
2) Values
3) Quality orietation
4) Rewards & recognition
5) Information
6) Communication

This Provides The Emphasis Of Work Culture On Human Tools &

Success Or Failure Of A Company.

RESEARCH METHODOLOGY
Reasearch: “Search for knowledge” Systematic and scientific
search for pertinent information on a specific topic.
“It’s a systematic effort to gain more knowledge”
-redmen&morey
RESEARCH DESIGN : It is the conceptual structure with in which
research is conducted.
DATA COLLECTION:

 PRIMARY DATA: - collection of the primary data through

Questionnaire & observation method.

 SECONDARY DATA: Searched The Information From –

- Electronic Media (INTERNET-sites www.organisationalculture.com,

www.msn.com, www.ddi.com, www.relianceinfo.com, www.iocl.com.
google search)

- Print Media (NEWSPAPER-Times of India, MAGAZINES-Human

tools, COMPANY. BROUCHERS)

MATERIAL AND METHODS

MATERIAL- Data Collection Based On-

QUESTIONNAIRE MEHOD
OBSERVATIONAL SURVEY

METHOD
Observation method to analyses the culture of pvt. &public sector.
Questionnaire survey
 STUDY DESIGN: Exploratory Study Design.

VARIABLES TAKEN FOR THE STUDY

O C T A P A C E

Openess Collaboration Trust Authenticity Proaction Autonomy Confrontation Experimentation

DURATION
: 15-20 Days
SAMPLE SIZE: 100
SAMPLING TECHNIQUE: Stratification Sampling(on different
organisational level from upper level to lower level of management)
SAMPLE SELECTION: CONVEINENT SELECTION
DATA COLLECTION PROCEDURE: Observational & Questionnaire
Survey.

REVIEW OF EXISTING LITERATURE:

1) Organisational culture for Excellence

- Article in Times Ascent
- By Khandwalla Pradeep N (2005)
 2) India’s Legacy & the path for future work culture in
MNCs
- Business Today, 22 Feb. 05
- By C.K. Prahalad

3) Predicting performance of public firms

- Academy of Management Journal
- By Alice Andrews

4) chacterisation of INDIAN culture

-Article on website www.ddi.com
-by T.V RAO

Working relationships in India

• It is the responsibility of the senior management to monitor,

check and look after their Indian subordinates.
 • Face and self-esteem is an essential part of Indian culture,
therefore any individual criticism in business situations must be
done carefully and with sensitivity.

• Despite the distinguished hierarchical system, the relationship

between an Indian boss and his employee can be similar to that
of close relatives. This is a direct influence of the community life
experienced for thousands of years in India.

There are three areas where problems can occur in

developing working relations :

• Information - Poor communication can lead to many problems.

Managers need to know of any delays etc. so that they can more
effectively organise their areas. This means that there must be
frequent and accurate information conveyed between areas. If
this does not happen it can cause difficulties which may have
 been avoided and also may cause ill will between departments
affecting their ability to work as an efficient team.

• Timing - The timing in this sort of work flow is very important.

If the work schedule in one area is changed then it may affect all
or some of the other areas in the chain (which may prove to be
quite difficult) This can also lead to ill will between departments.

• Ways of Working - The manager needs to monitor all of the

work flow areas in order to ensure that the way in which the
work is carried out is compatible between all areas. Each area
must cooperate with the other areas so that no area is
disadvantaged.

Best Practices implemented for Building an

Innovative Work Culture

IN
“INDIAN COMPANIES”
 Innovation is one of the most critical capabilities that
successful organizations possess. It stems from creativity and is
often defined by the benefits that it produces. In the arts, it is what
makes a work unique. In education it encourages student
participation, interest, and concept retention. In business,
innovation is responsible for the development of new products and
services, winning marketing communications programs,
reengineered business processes, and successful business
strategies.

While one’s innovative abilities are partially genetic, the expression

of creative talent is dependent on several cultural aspects of the
work environment that either stimulate or suppress innovative
thinking. Companies who wish to create an innovative work culture
must not only hire creative individuals, but must also support and
embrace an environment that is conducive to innovation.

Business innovation results from the creative expression of

individuals and teams, therefore it is critical for management to
realize the value associated with the practices that foster and
promote creativity in the work place. This article identifies several
best practices for creating and embracing an innovative work
culture. Some are easier to implement than others, but a surprising
number are often missing in today’s companies.

 Promote Individual Growth

Part of an employee’s willingness to invest creative energy at

work is spawned from the employer’s desire to invest in the
employee’s growth. When employees believe that their own
development and growth are valued by their employer, they are
more likely to make innovative contributions. Also, employees
who are knowledgeable about their company’s processes,
products and services are better equipped to discover innovative
solutions and ideas.

 Create a Sense of Belonging

When individuals feel that they belong to an organization, they

want it to succeed. A sense of belonging comes from being
valued and sincerely appreciated by both peers and
management for one’s contributions. A variety of recognition and
reward mechanisms are effective in acknowledging employee
contributions and showing appreciation. Ownership and
accountability for critical pieces of the business also increase an
individual’s sense of belonging. Ownership provides a sense of
purpose in the organization, and often provides opportunities for
innovative contributions.

Employees feel that they belong when management shows a

sincere desire for them to succeed. Part of the way this can be
accomplished is through the hiring, development of, and
promotion of team players who judge their own success based
on how successful they make the people around them. Targeted
interview questions and upward feedback mechanisms are
effective in identifying these types of supportive and nurturing
individuals.

Inclusiveness is the final part of the belonging equation.

Eliminate the “us and them” between management and non-
management and replace it with “we’re all in this together.”
Invite individuals at all levels to meetings including off-site
strategy meetings. Ask for the input of everyone, and don’t
discount the importance of what comes from administrative staff
members who are often more in tune with the challenges of the
business than management. When every individual feels that
their ideas are valued and appreciated, and that they share a
piece of the company’s success, an inclusive environment has
been created. Also, fight the tendency to build functional silos by
seeking out perspectives from HR, Finance, Marketing, and other
key stakeholders who play critical roles in ensuring long term
success.

 Building Confidence

Confidence comes from experience, encouragement, and

freedom from the fear of making a mistake. Confident
individuals are aware of their abilities, do not fear defeat, and
are more likely to experiment with innovative solutions.
Encouragement is a big part of instilling confidence in
individuals, especially younger employees. Confidence is
delicate, and something that can be hampered when an
individual is criticized. Be careful not to discredit ideas that you
don’t understand or don’t completely agree with, and encourage
the employee to solidify ideas through further consideration and
experimentation.

When evaluating or reviewing an employee’s work, don’t dwell

on the bad unless it’s really bad! Understand that your opinion
about what can be improved will differ from those of others who
review the same piece of work. Focus on the good, and on
helping the employee leverage their strengths to become
successful. Foster a teaming environment that subscribes to
these values and allows individuals to collaborate and learn from
each other. Overly critical managers kill confidence, annoy those
who work around them, contribute to increased turnover and
infect the organization with dysfunctional behavior that often
hinders innovation.

Amnesty is a best practice for promoting an environment that is

safe for individuals to try new things, and potentially make
mistakes. Amnesty allows individuals with the intent of making
improvements to admit past wrongs without fear of retribution.

 Optimize the Work Environment

Flexible, comfortable, and well equipped work environments are

most conducive to innovation. Cross-functional teams should
have the ability to immediately reserve private spaces where
adequate seating, white boards or flip charts, and overhead
projection screens are available. Essential office comforts such
as water, snacks and coffee should also be available in close
proximity to make individuals feel comfortable and at home. The
furniture and office surroundings should be ergonomic,
comfortable and inviting.
 VIDEOCON has successfully implemented a suggestion box
program that offers cash bonuses for employee ideas that are
put into action.

 HLL frequently holds cross-functional rapid design sessions

known as “Work-Outs” to generate innovative ideas and solve
business problems.

QUESTIONNAIRE
Comparative Study Of Work Culture in A Public Sector
Company And Private Sector Company

CLASSIFICATION DATA

NAME ----------------------------------------- -

ORGANISATION- -----------------------------------------

AGE____________________

EDUCATION____________________ (BE SPECIFIC)

JOB OCCUPATION___________________________

WHAT ARE YOUR WORKING

HOURS?--------------------------

QUESTIONNAIRE BASED ON OCTAPACE

OPENESS

• DO YOU FEEL FREE TO EXPRESS THEIR VIEWS AND OPINIONS?

 • YES
• NO

• ARE YOU ENCOURAGED TO DO SO?

• YES
• NO

• IS THE ORGANISATION KNOWN TO CASH ON IDEAS ,VIEWS AND

OPINIONS OF EMPLOYEES?
• YES
• NO

• DO YOU FEEL THEY ARE CONTRIBUTING THEIR BEST BY OPEN

EXRESSIONS OF OF IDEAS?
• YES
• NO

COLLABORATION

• IS THERE A CULTURE OF COLLABORATION AND TEAMWORK ?

• YES
• NO

• IS THERE A’WE’FEELING AMONG DIFFERENT TEAMS?

• YES
• NO
• IS THERE A CULTURE OF SYNERGY IN THE ORGANISATION ?
• YES
• NO
 • DO YOU TRY TO HELP EACH OTHER ?
• YES
• NO

TRUST AND TRUST WORTHINESS

• DO YOU PEOPLE HONOUR THEIR COMMITMENTS?

• YES
• NO
• DO YOU TRUST EACH OTHER ?
• YES
• NO
• IS THRE A LOT OF SUPERVISION AND MONITORING?
• YES
• NO
• DO YOU CARRY OUT WHAT THEY SAY?
• YES
• NO

AUTHENTICITY

• DO PEOPLE SAY WHAT THEY MEAN?

• YES
 • NO
• ARE PEOPLE AUTHENTIC IN THEIR APPROACH?
• YES
• NO

PROACTION

• ARE YOU ENCOURAGED TO TAKE INTIATIVES?

• YES
• NO
• WHAT IS THE EXTENT TO WHICH PROACTION TAKE PLACE?
• YES
• NO
• CAN THE CULTURE BE CHARACTERISED AS A PROACTIVE
CULURE?
• YES
• NO

AUTONOMY
• TO WHAT EXTENT DO PEOPLE,AT ALL LEVELS , HAVE THE SCOPE
TO TAKE DECISIONS ON THEIR OWN ?
• YES
 • NO
• IS THERE SOME FREEDOM AVAILABLE AT EACH LEVEL TO
UNDERTAKE NEW ACTIVITIES?
• YES
• NO
• IS THERE A FREEDOM TO AT EACH LEVEL TO USE ONE’S
DISCRETION”?
• YES
• NO

CONFRONTATION

• DOES THE CULTURE ENCOURAGE OPEN DISCUSSION OF ISSUES

AND PROBLEMS ?
• YES
• NO

• ARE PEOPLE HABITUATED TO DISCUSS AND RESOLVE ISSUES

OPENLY?
• YES
• NO

• IS THERE A PROBLEM SOLVING CULTURE OR APPROACH ?

• YES
• NO

EXPERIMENTATION
 • WHAT IS THE EXTENT TO WHICH EMPLOYEES ARE ENCOURAGED
TO EXPERIMENT NEW IDEAS?
• YES
• NO

• DO EMPLOYEES TAKE RISKS?

• YES
• NO

• IS THE ORGANISATION KNOWN TO ENCOURAGE

INNVOTATIONS?
• YES
• NO

SIGNIFICANCE OF THE
STUDY
OCTAPACE instrument used by HRD professionals and OD
consultants in various organizations to improve all these ethos.
 This Study Reveals:

• The Effective Culture Exists Whether In A PSU Or Pvt.

Sector Co.
• What Variables Make It Effective?

This Provides The Emphasis Of Work Culture On Human Tools &

Success Or Failure Of A Company.

CONCLUSION
The Working Culture Of Any Organisation Has Atremendous Impact
On Its Success And Therefore ,Culture Building Is A Critical
Function.
• It Is The Top Management And Other Influential People In The
Organisation Who Create Octapace Culture Through Their Roles
And Styles Of Functioning.

• Indian Pvt Sect Co’s Managers Have Been Found To Exhibit

Professionalism ,Autocratism, Participative .

• Psu’s Managers Have Been Found Rigid

,Paternalistic,Critical,Beorucratic,Coercive In Their Styles.

• The culture of any organisation has a tremendous impact on its

success and therfore ,culture building is a critical function.

• It is the top management and other influential people in the

organisation who create OCTAPACE culture through their roles
and styles of fuctioning

• Most professional organisation, MNC’S and well- run organisations

by business families like the TATA’s & BIRLA’s are known for their
culture.

• Companies like L&T’S,HLL,CROMPTON GREAVES,MARUTI

UDYOG,TATA STEEL,TELCO etc., are known for their strong
culture .

• The culture provides the energy needed to function well by

ensuring as it were a proper circulation of blood through all the
organs.the culture act as oxygen in case of emergency.
 ANNEXURE
• QUESTIONNAIRE
OPENESS

• DO YOU FEEL FREE TO EXPRESS THEIR VIEWS AND OPINIONS?

• YES
• NO

• ARE YOU ENCOURAGED TO DO SO?

• YES
• NO

• IS THE ORGANISATION KNOWN TO CASH ON IDEAS ,VIEWS AND

OPINIONS OF EMPLOYEES?
• YES
• NO

• DO YOU FEEL THEY ARE CONTRIBUTING THEIR BEST BY OPEN

EXRESSIONS OF OF IDEAS?
• YES
• NO

COLLABORATION

• IS THERE A CULTURE OF COLLABORATION AND TEAMWORK ?

• YES
• NO

• IS THERE A’WE’FEELING AMONG DIFFERENT TEAMS?

 • YES
• NO
• IS THERE A CULTURE OF SYNERGY IN THE ORGANISATION ?
• YES
• NO

• DO YOU TRY TO HELP EACH OTHER ?

• YES
• NO

TRUST AND TRUST WORTHINESS

• DO YOU PEOPLE HONOUR THEIR COMMITMENTS?
• YES
• NO
• DO YOU TRUST EACH OTHER ?
• YES
• NO
• IS THRE A LOT OF SUPERVISION AND MONITORING?
• YES
• NO
• DO YOU CARRY OUT WHAT THEY SAY?
• YES
• NO

AUTHENTICITY

• DO PEOPLE SAY WHAT THEY MEAN?

• YES
• NO
• ARE PEOPLE AUTHENTIC IN THEIR APPROACH?
 • YES
• NO

PROACTION

• ARE YOU ENCOURAGED TO TAKE INTIATIVES?

• YES
• NO
• WHAT IS THE EXTENT TO WHICH PROACTION TAKE PLACE?
• YES
• NO
• CAN THE CULTURE BE CHARACTERISED AS A PROACTIVE
CULURE?
• YES
• NO

BIBLIOGRAPHY

* RESEARCH METHODLOGY BY KOTHARI, C.R Pub. : Tata

Mcgraw Hill
* RESEARCH METHODOLOGY BY COOPER

HRD AND OD BY UDAI PAREEK

Pub. : TATA MCGRAW HILL

* HRD AUDIT BY T.V RAO

WEBSITES CONSIDERED :

# www.google .com
www.msn .com
# www.relianceinfo.com

ANALYSIS &
INTERPRETATION
 OPENNESS

70
60
% OF SAYING

50
YES/NO

40
30
20
10
0
YES NO
R.INFO
RESPONSE IOCL
 COLLABORATION
% OF SAYING YES

60
40 R.INFO
NO

20 IOCL
0
Yes No
RESONSE
 TRUST
% OF SAYING YES

80
60
R.INFO
NO

40
20 IOCL
0
Yes No
RESONSE
 PROACTION
% OF SAYING YES

60
40 R.INFO
NO

20 IOCL
0
Yes No
RESONSE
 EXPERIMENTATION
% OF SAYING YES

80
60 R.INFO
NO

40
20 IOCL
0
Yes No
RESONSE
 AUTONOMY
% OF SAYING YES

80
60 R.INFO
NO

40
20 IOCL
0
Yes No
RESONSE
 AUTHENTICITY
% OF SAYING YES

60
40 R.INFO
NO

20 IOCL
0
Yes No
RESONSE
 CONFRONTTATION
% OF SAYING YES

60
40 R.INFO
NO

20 IOCL
0
Yes No
RESONSE