ORGANIZATION NAME : AL-ABID SILK MILLS PVT. LTD.

• Al-Abid Silk Mills Ltd established in 1968. Al-

Abid an ISO 9000 certified company, with
more than 10000 employees has been
manufacturing dyed, printed and finished
textile products of superior quality
“To be world class supplier of home
textiles, consistently delivering high
quality products and services in cost
effective manner, thereby generating
sustainable profits and employment”.
To manufacture top end textiles in a
diversified product portfolio meeting the
highest standards of quality at competitive
prices.

To achieve excellence in customer servicing,

contractual performance and quality
assurance.

To ensure employee and community welfare.

To provide share holders with optimum

returns on investment.
To analyze the climate and culture of the
organization and to gain views about the
prevalent management style.
To know the way they do things and how the
work is impacting their internal culture as well
as the overall output of the organization.
To determine whether they are working as
effectively as they could , and where
improvement is needed.
To analyze the areas that needs to be
addressed to improve the culture of the
organization.
 Employee surveys are an
important and popular tool
that organizations use to solicit
employee feedback

 Listening to employees'
insights and suggestions for
improvement provides the
organization with valuable
information that can be acted
upon to increase satisfaction in
the workplace.

 An Employee Survey will

provide improved profitability
and organizational
performance by identifying the
root causes of employee
problems and dissatisfaction

 This allows the organization to

take action targeted directly at
those root causes.
A questionnaire was given directly to all the Top Level
Managers and Middle Level Managers through which
we have analyzed:

 CLIMATE FOR AND BARRIER TO CHANGE

 COMMUNICATION
 HR MANAGEMENT
 EMPLOYEE BENEFITS
 LEADERSHIP
 IMAGE
 CLEAR ROLE AND PROCEDURE,TOLERANCE OF MISTAKE
 CLEAR MANAGEMENT VISION/VALUES
 TEAM WORK
 INNOVATION
 OPENNESS AND TRUST
 BEHAVIOR OF MANAGERS
Sample size 60
Forms distributed to 57 full time staff
Returned by 43 employees
 75 % response rate
 Strongly disagree, 5%

Somewhat disagree, 16% Strongly agree, 27%

Strongly agree
Somewhat agree
Neutral
Neutral, 14%
Somewhat disagree
Strongly disagree
Somewhat agree, 38%
 Strongly agree
Strongly disagree,
5%
Strongly agree,
Somewhat 30%
Somewhat agree
disagree, 19%

Neutral

Neutral, 19% Somewhat

disagree
Somewhat agree,
27% Strongly disagree
 Strongly disagree, 5%
Somewhat disagree, 8%

Strongly agree
Neutral, 16% Strongly agree, 43%
Somewhat agree
Neutral
Somewhat disagree
Strongly disagree
Somewhat agree, 43%
 Strongly agree, 19%
Strongly disagree, 24%

Strongly agree
Somewhat agree
Somewhat agree, 14% Neutral
Somewhat disagree
Strongly disagree
Somewhat disagree, 27%
Neutral, 16%
Results and its analysis shows that
although most of the employees are not
willing to create a positive climate for
change

But the upper level managers thinks that

changes are necessary to grasp out the
near future and to make an organization
compatible.
Upper level managers should take such
steps that make the vision of low level
managers more broader which may realize
them the necessity of changes.

This can happen through motivation, by

providing them incentives on their better
adaptivity towards changes and by setting
the benchmarks by keeping in mind the
successful organizations.
 Strongly disagree, 22% Strongly agree, 19%

Strongly agree
Somewhat agree
Neutral
Somewhat agree, 22% Somewhat disagree
Strongly disagree
Somewhat disagree, 30%

Neutral, 8%
 Strongly agree, 16%
Strongly disagree, 24%
Strongly agree
Somewhat agree
Neutral
Somewhat agree, 24%
Somewhat disagree
Strongly disagree
Somewhat disagree, 30%
Neutral, 5%
 Strongly disagree, 5%
Somewhat disagree, 14%
Strongly agree
Neutral, 0%
Somewhat agree
Strongly agree, 46%
Neutral
Somewhat disagree
Strongly disagree
Somewhat agree, 35%
Strongly dissatisfied, Strongly satisfied, 16%
27% Strongly satisfied
Somewhat satisfied
Somewhat satisfied, 19% Neutral
Somewhat dissatisfied
Neutral, 5% Strongly dissatisfied
Somewhat dissatisfied,
32%
 Strongly dissatisfied,
11%
Somewhat dissatisfied,
11%
Strongly satisfied
Strongly satisfied, 38%
Somewhat satisfied
Neutral, 5%
Neutral
Somewhat dissatisfied
Strongly dissatisfied
Somewhat satisfied, 35%
 Strongly dissatisfied,
22% Strongly satisfied, 24%
Strongly satisfied
Somewhat satisfied
Neutral
Somewhat dissatisfied
Somewhat dissatisfied,
27%
Somewhat satisfied, 24% Strongly dissatisfied
Neutral, 3%
 Strongly dissatisfied,
19%
Strongly satisfied, 27%
Strongly satisfied
Somewhat satisfied
Neutral
Somewhat dissatisfied, Somewhat dissatisfied
24%
Strongly dissatisfied
Somewhat satisfied, 27%
Neutral, 3%
 Strongly dissatisfied,
11%

Strongly satisfied, 32% Strongly satisfied

Somewhat dissatisfied, Somewhat satisfied
24%
Neutral
Somewhat dissatisfied
Neutral, 5% Strongly dissatisfied
Somewhat satisfied, 27%
 

Results and analysis shows that internal

department communication is quite
satisfactory i-e Employees with in
department have good communication
with each other.

But as far as the matter of external

department communication is concerned
the conditions are not so good and the
culture is very reluctant because of the
communication gap between employees
and high level managers.
 
The lackness of clear and shared vision
and mission of organizational goals among
different level of managers is the reason of
communication gap that has been
observed during survey.

This can overcome by considering the

employee's point of view in decision
making process .

The high level managers should clearly

communicate the goals and strategies of
company to them so that they think that
they are the integrated part of an
organization.
 Strongly disagree, 14%

Strongly agree, 35% Strongly agree

Somewhat agree
Somewhat disagree, 22%
Neutral
Somewhat disagree
Neutral, 3%
Strongly disagree

Somewhat agree, 27%

 Strongly disagree, 14%

Strongly agree, 35% Strongly agree

Somewhat agree
Somewhat disagree, 22%
Neutral
Somewhat disagree
Neutral, 3%
Strongly disagree

Somewhat agree, 27%

 Strongly disagree, 3%

Somewhat disagree, 19% Strongly agree, 24%

Strongly agree
Neutral, 0% Somewhat agree
Neutral
Somewhat disagree
Strongly disagree

Somewhat agree, 54%

 Results and analysis shows that the
HR Department policies and the HR
personnel are doing their job in an
appropriate manner as major
proportion of employees are satisfied
or somewhat satisfied with their work
To make HR Department more effective
and efficient it is necessary to have
command in all the areas like Recruitment
& Selection, Wages & Salaries, Industrial
Relations, Training Programme, Health &
Safety, Evaluation of Performance,
Retrenchment & Dismissal.
INTERPRETATION
 
 
Results and analysis shows that employees are satisfied with the benefits given to them but in a very
little manner
like just in the cases of Accuracy of job description, Health care benefits, Adequate information on
promotion,
 
Leaves of absence and the issues which directly influence the satisfaction level of employees like
Flexibility of
Working hours and Salary reviews have left behind unnoticed.
 
SUGGESTIONS

The high level managers and administration concerned personels should look into this matter and there
should
be revision in salaries on the basis of performance after an specified performance evaluation time
period. While
 
as the case of unstable working hours is performance of employees.concerned the management should
condem
 
it by increasing the number of employees and by sharing the cleared job discriptions to them because
this may
 
eventually accelerate the
 INTERPRETATION
  
  
 Results and analysis shows that the leadership style of an organization is achieving its
targets by making changes that are for the betterment of the employees and by
handling the external issues.
  
  
  
 SUGGESTIONS
  
  
 The problem of less responding on important internal issues by the leaders can be
overcome by giving an equal
  
 proportion to internal and external issues in the vision and mission of an organization.
  
IMAGE
 INTERPRETATION
  
  
 Results and analysis shows that the employees are strongly not interested in
refering a friend to apply for a job
  
 in this company. This is because the overall culture of an organization that is
traditional.
  
  
 SUGGESTIONS
  
  
 To change the image of the company it is necessory to change overall culture of
organization from traditional to
 new i-e relationship culture of an organization.
  
CLEAR ROLE AND
PROCEDURE,TOLERANCE OF MISTAKE
 INTERPRETATION
  
  
 The result and analysis in the above category clearly shows that employees are satisfied with their
role, procedure
 and a bit from the tolerance of mistakes and they are properly aware about the requirement of their
job and they
 know that how they access the desired information about necessary for their work.
  
  
 SUGGESTIONS
  
  
 The suggestion that may make this area better is that management should take such steps that
enhance the tolerance
 of mistakes and controlling the mistakes by giving incentives to those employees who are not
making mistakes
  
 rather then condemn employees who are making mistakes.
  
  
CLEAR MANAGEMENT VISION/VALUES
 INTERPRETATION
  
  
 Result and analysis shows that better proportion of employees are awared
with the mission statement of their
 department shared by the managers of that specified deparnment
  
  
 SUGGESTIONS
  
  
 To make this area better it is necessory to make the vision of the
employees broader by sharing with them the
 whole organizationals vision, mission and values including the
departmental one's
  
TEAM WORK
 INTERPRETATION
  
  
 Result and analysis shows that there is a sprit of team work among the employees of the company
within the
  
 department and as well as among different departments and this is one of the basic reason of the
success of
  
 al-abid silk mills. But the sharing of experiences among the employees is on the very lower side and
this may effect
 the flow and smoothness in work and promote the monopoly of few employees.
  
  
 SUGGESTIONS
  
  
 To overcome the above issue the mangment should take such decisions like make it an objective of
an experienced
 employee to train the new employees so that an overall team should become strong rather then few
employees.
  
  
INNOVATION
 INTERPRETATION
  
 Results and its analysis shows that most of the employees are not being appreciated as
when they try to become
  
 innovative and even there is not any reward for them as when they improve any process
through any better way
 of accomplishing it.
  
  SUGGESTIONS
  
  To overcome the above issue it is necessary for the high level of managers to change their
mind set that what they
 suggest, recommend and advised for changing any process is more effective and beneficial
for the company but realize
 the fact that the employees who are more close to the process can suggest better for it.

  
  
OPENESS AND TRUST
 INTERPRETATION
  Results and analysis shows that employees do trust on what management tells them
but as far as the matter of
 openess and comfortable work environment is concerned employees are not much
satisfied
  

  SUGGESTIONS
  
 By decreasing the communication gap in between the employees and management
personnel’s the problem of uncomfortable work environment can be resolved.
  

  
  
BEHAVIOR OF MANAGERS
 INTERPRETATION
  Result and analysis shows that greater proportion of employees is satisfied with their
managers.

  SUGGESTIONS
  The issues like that the managers are not willing to promote their employees had
been observed in the company to overcome this issue there should be panel who
decides the promotion of employees and the concerned manager can recommend
only