Part 2 G

Employee Perception Towards Organizational Culture
Introduction
Organizational culture is the collective behavior of people that are part of an organization, it
is also formed by the organization values, visions, norms, working language, systems, and
symbols, it includes beliefs and habits it is also the pattern of such collective behaviors and
assumptions that are taught to new organizational members as a way of perceiving, and even
thinking and feeling. Organizational culture affects the way people and groups interact with
each other, with clients and with stakeholders
Organizational culture is defined as a pattern of basic assumptions invented, discovered or

developed by a given group, as it learns to cope with the problems of external adaption and
internal investigation that has worked well enough to be considered valid and therefore is to
be taught to the new members as the correct way to perceive, think, and feel in relation do
those problems. Organizational culture is a set of shared understandings, norms, values,
attitudes and beliefs of an organization which can foster or impede change
When people join an organization, they bring with them the values and beliefs that they have
been taught. Quite often, however these values and beliefs are insufficient for helping the
individual succeed in the organization. The person needs to learn how the particular
enterprise does things.
A common misconception is that an organization has a uniform culture. However, at least as

anthropology uses the concept; it is probably more accurate to treat organizations as if
they had a uniform culture. All organizations have culture, in the sense that they are
embedded in specific societal cultures and are part of them. According to this view,
organization culture is a common perception held by the organizations members. Everyone
in the organization would have to share this perception. However all may not do so to the
same degree. As a result, there can be dominant culture as well as sub cultures throughout a
typical organization.
A dominant culture is a set of core values shared by a majority of the organizations members.
The values that create dominant cultures in organizations help guide the day-to-day behavior
of the employees. Important, but often overlooked, are the subcultures in an organization. A
subculture is a set of values shared by minority, experiences that are shared by members of a
department or unit. Subcultures can weaken and undermine an organization if they are in
BHEEMI REDDY INSTITUTE OF MANAGEMENT SCIENCE, ADONI BATCH (2014-16) Page 1

conflict with the dominant culture and overall objectives. Successful firms, however find that
this is not the case always. Most subcultures are formed to help the members of a particular
group deal with the specific day-to-day problems with they are confronted. The members
may also support many, if not all, of the core values of the dominant culture.

Objectives for the study
Primary objective:
To assess the organizational culture at JSW Tornagallu, and the employees attitudes
towards the organization
Secondary objectives:
To study the variations in employees perception with regard to their organizational

culture in JSW
To assess the relationship between organizational culture and working environment in
JSW
To measure the impact on organizational culture and level of work commitment
among the employees in JSW
To study the general profile of employees and understand the working environment of
JSW

Need of the study
People are affected by the culture in which they live. Similarly, an individual working
for any organization with a firmly established culture will be taught the values, beliefs, and
expected behaviors of that organization. There is at least some sound evidence that variations
in cultural values may have a significant impact on employee turnover and possibly
employees job performance. Hence the study of organizational culture is important and
practice of organizational behavior

Scope of the study
The study helps the organization
To understand the cause of the performance problems and create better work
environment
To understand how to assess the effectiveness of motivational practices in
organization
To focus on todays turbulent, often chaotic environment, commercial success
depends on employees making use of their talents in full
The management can enhance the professional perception of the employees
Can change the negative behaviour pattern of the problems

Limitations of the study
The study is allowed to conduct only in three departments because organizational

environment is busy
With limited interaction with employees the survey results are presented in this report,
however a more comprehensive interpretation of results still rests with the
organization
Time was limited for a deep study analysis of the organization
Some employees reluctant to share information

Research design
The researcher makes a plan of his/her study before undertaking the research work. This will
enable to save time and resources. Such a plan of study is called a research design (strategy).
Thus, a research design is a plan for the collection and analysis of data. It presents a series of
guide posts to enable the researcher to progress in the right direction in order to achieve the
goal. The design may be a specific presentation of the various steps in the research process.
These steps include the selection of a research problem, presentation of the problem,
formulation of hypothesis, conceptual clarity, and methodology, survey of literature and
documentation, bibliography, data collection, testing of the hypothesis, interpretation,
presentation and report writing.
Generally, a common research design possesses the five basic elements they are;
i) Selection of problem,
ii) Methodology,
iii) Data gathering ,
iv) Data analysis and
v) Report writing.
The research design asks, what approach to the problem should be taken, what methods will
be used, what strategies will be effective? Etc. identification, selection and formulation of a
research problem may be considered as planning stage of a research and the remaining
activities refer to the designs, operation, and completion of the research study.
Zikmund (2007): Research design is a master plan specifying the methods and procedures
for collecting and analyzing the needed information.
Generally, a common research design possesses the five basic elements
i. Selection of problem
ii. Methodology
iii. Data gathering
iv. Data analysis
v. Report writing

Purpose of Research design

Research design is essential for the whole study and helps in finding out deficiency in
expectation to the starting of work.
To provide answers to research questions and
To control variance
Characteristics of good Research Design:
1) Objectivity: An objectivity research design implies to examine the evidence independent

of belief, bias, emotions, perception, attitudes, hope and fear of any individual.
2) Reliability: This is an attribute of consistency. A scale should give consistent results.

Reliable instrument will give trust worthy and stable results if is applied to the same
individuals or the object from time to time, provided the trait being measured has not itself.
Changed in the mean time
3) Validity: This refers to the ability of a scale to measure what it is supposed to measure.
4) Generalizability: The degree of generalization usually depends on population definition,

sample size and statistical tools used in the analysis.
Types of Research Designs
We will classify research studies into five categories:
Exploratory research design

Descriptive research design
o Historical research
o Descriptive research
o Developmental research
o Survey research
o Case study research
Comparative research design
o Correlation research
o Causal-comparative research
Interventional research design
o True experimental research
o Quasi-experimental research
Qualitative research design
Exploratory Research Design:

An exploratory research is defined as a study undertaken in areas where very little prior
knowledge or information is available on the subject under investigation. It is thus the initial
research conducted to study and define the nature of a problem. An exploratory study is
undertaken when we do not know much about the situation at hand. In such cases, extensive
preliminary work needs to be dome to gain familiarity with the phenomenon the situation.
Descriptive Research Design:
Descriptive research describes phenomena as they exist. Such studies involve the systematic
collection and presentation of data to give a clear picture of a particular situation. These
studies attempt to obtain a complete and accurate of situation. These studies can be classified
in the following five categories: (a) historical, (b) descriptive, (c) developmental, (d) survey,
and (e) case studies.
Historical Research:
Historical research is concerned with past phenomena. It can be defined as the systematic
and objective location, evaluation, and synthesis of evidence in order to establish facts and
draw conclusions about past events. Historical research is thus a process of collection,
evaluating, verifying, and synthesizing past evidence systematically and objectively to reach
a conclusion.
Descriptive Research:
Descriptive research is a fact- finding operation searching for adequate information; it is a
type of study, which is generally conducted to assess the opinions, behaviors, or
characteristics of a given population and to describe the situation and events occurring at
present. Descriptive research is a process of accumulating facts. It does not necessarily seek
to explain relationships, test hypotheses, make predictions or get at meanings and
implications of a study. Descriptive research can either quantitative or qualitative. This
research involves gathering data that describes events and then organizes, tabulates, depicts,
and describes the data collection. Descriptive statics is used to reduce the data to manageable
form.
Developmental Research:
Developmental research is conducted for the purpose of predicting future trends. It
concentrates on the study of variables, their rates of change, directions, sequences and other
inter-related factors over a period of time. Developmental research focused on the study of
variables and their development over a period of months or years. It asks, What are the

patterns of growth, their rates, their directions, their sequences, and the interrelated factors
affecting these characteristics?
Survey Research:
A survey is a means of gathering information about the characteristics, actions, or

opinions of a large group of people, referred to as a population. A survey research is thus
defined as the systematic gathering of information from respondents for the purpose of
understanding and/or predicting some aspect of the behavior of the population of interest
(Tull & Hawkins, 1997, p. 164) A survey study is perhaps the dominant form of data
collection in social science, today. If conducted scientifically, this type of research can
contribute to the advance of knowledge.
Case Study Research:
Case study research is an important approach to study the topics in social science and
management. Case studies are written summaries or synthesis of real-life cases based upon
data and research. A case study is thus defined as a strategy for doing research which
involves on empirical investigation of a particular contemporary phenomenon within a real-
life context. Rather than using samples to examine a limited number of variables, case study
methods involve in in-depth longitudinal examination of a single instance or event. This
research thus views a social or study unit as a whole in its real-life context. This study
phenomenon could be a person, a family, a social group, an institution, a community, or even
an entire culture.
Comparative Research Designs:
A comparative study attempts to establish causes for certain problem. This is done by
comparing two or more groups of situation or variables. Comparative studies can be
classified into two categories: co relational and causal-comparative research.
Correlation Research:
Correlation research is used to obtain descriptions of phenomena. This technique is used to
ascertain the extent to which two variables are related. In a correlational relationship,
changed in one variable accompany changes in another, but the proper tests have not been
conducted to show that either variable actually influences the other. Thus, all that is known is
that a relationship between them exists. When changes in one variable tend to be
accompanied by specific changes in another, two variables are said to covary.

Causal-Comparative Research:
Studies that establish causal relationships between variables may be termed explanatory
studies. This research investigates the possible causes affecting a particular situation by
observing existing consequences and searching for the possible factors leading to these
results. The emphasis is thus on studying a situation or problem in order to explain the
relationships between two variables. This research is also known as ex post facto (Latin for
after the fact) research. This is because both the effect and the alleged causes have already
occurred and must be studied in retrospect.
Interventional Research Designs:
In international research studies, the researcher intervenes and manipulated a situation to

measure the effects of the manipulation. Usually (but not always) two groups are compared,
one in which the intervention takes place. Discovering causal relationships is the key to
experimental research. The goal is to establishing cause-and-effect relationships between
variables. Experimental research thus provides the vest method possible to examine a cause
and effect situation.
True Experimental Research:

The true experimental research is defined as a situation in which a researcher objectively
observes phenomenon which is made to occur in a strictly controlled situation where one or
more variables are valid and the others are kept constant. Hence, an experiment is a test of a
causal proposition. Experimental research is familiar to most of us as the test- tube research
conducted in a laboratory by a scientist wearing a white smock. Scientists are conducting
experimental research when they put exactly the same materials into two tests tubes and
then add one new ingredient to only none of the original tubes. After the new ingredient is
added to one tube, the changes that take place in that tube are measured.
Quasi-experimental Research:
When an experimental method is used to solve problem, it is the most respected mean of
obtaining reliable knowledge. The word quasi means as if or almost. Hence, a quasi-
experiment means almost a true experiment. As with true experimental research, the goal of
quasi-experimental research is to test cause and effect by observing how subjects react to
phenomena.

Research Methodology
Methodology is the systematic, theoretical analysis of the methods applied to a field of study.
It comprises the theoretical analysis of the body of methods and principles associated with a
branch of knowledge. Typically, it encompasses concepts such as paradigm, theoretical
model, phases and quantitative or qualitative techniques.
It has been defined also as follows:
1. "The analysis of the principles of methods, rules, and postulates employed by a

discipline";
2. "The systematic study of methods that are, can be, or have been applied within a
discipline";
3. "The study or description of methods".
Variable:
A variable is a measurable characteristic that varies. It may changes from group to group,
person to person, or even within one person over time.
Independent variable (IV) & Dependent Variable (DV):
In an experiment, the independent variable is the variable that is varied or manipulated by the
researcher, and the dependent variable is the response that is measured.
An independent variable is the presumed cause; whereas the dependent variable is the
presumed effect.
The independent variable is the antecedent, whereas the dependent variable is the consequent.
As concerning to this study organizational culture of JSW is an independent variable

whereas the employee perception towards culture of organization is dependent variable.
Population/sampling unit:
A population can be defined as including all people or items with the characteristics one wish
to understand. Because there is very rarely enough time or money to gather information from
everyone or everything in a population, the goal becomes finding a representative sample of
that population.
The study covers the people who are employees of JSW

Sample size:
The sample size is 75 who are the employees of JSW, are chosen randomly.
Sampling:
Sampling is concerned with the selection of a subset of individuals from within a

statistical population to estimate characteristics of the whole population
Sampling methods:
Sampling Methods can be classified into one of two categories:
Probability Sampling: Sample has a known probability of being selected
Non-probability Sampling: Sample does not have known probability of being

selected as in convenience or voluntary response surveys
Probability Sampling
In probability sampling it is possible to both determine which sampling units belong to which
sample and the probability that each sample will be selected. The following sampling
methods,
Method Best when
Simple random sampling Whole population is available.
Stratified sampling (random There are specific sub-groups to investigate (eg.

within target groups) demographic groupings).
Systematic sampling (every When a stream of representative people are available

nth person) (eg. in the street).
Cluster sampling (all in When population groups are separated and access to
limited groups) all is difficult, eg. in many distant cities.
Non-probability Sampling
The following sampling methods that are listed in your text are types of non-probability
sampling that should be avoided:

1. volunteer samples
2. Haphazard (convenience) samples.
Since such non-probability sampling methods are based on human choice rather than random
selection, statistical theory cannot explain how they might behave and potential sources of
bias are rampant. In your textbook, the two types of non-probability samples listed above
are called "sampling disasters."
Sampling technique used in this study:
Simple random sampling method is adopted in the study and respondents are randomly
selected to collect opinions from them.
Data:
Information in raw or unorganized form such as alphabets, numbers, or symbols that refers
to, or represents, conditions, ideas or objects
Data is limitless and present everywhere in the universe.
Primary data:
Data collected by the investigator himself/ herself for a specific purpose.
Eg: data collected by a student for his/her thesis or research project.
Data collection methods for primary data
Interviewing:
It involves face to face conversation between the investigator and the respondent
Survey:
The main area of the survey research includes any measurement, procedures that involves
asking questions of respondents
Experimentation:
It involves study of independent variables under control conditions. Experiments may be

conducted in the laboratory or in the field in a natural setting

Simulation:
It involves creation of an artificial situation similar to the actual life situation
Projective technique:
It involves drawing the inferences on the characteristics of respondents with the presences of
stimuli
Questionnaire:
It is research instrument consisting of a series of question and other prompts for the purpose
of gathering information from respondents
Secondary data:
Data collected by someone else for some other purpose but being utilized by the investigator
for another purpose.
Eg: census data being used to analyze the impact of education on career choice and earning.
DATA COLLECTION TECHNIQUES

The necessary information for this research data is collected by tapping primary and
secondary sources.
The sources are as follows:
Primary sources:
The information is obtained through questionnaires, interviews, with respondents and
employer discussions the primary data is collected and gathers for specific purpose
Secondary sources:
a) Wikipedia
b) Related information from internet
c) library
d) Company magazines
e) Company websites
f) Text books
g) Biography
h) Criticism of works of literature, art music
i) Review articles and critical analysis essays

TOOLS FOR DATA ANALYSIS AND INTERPRETATION

The measurement and evaluation of the data is done using statistical tools and
techniques such as
Simple percentage method

Graphical representation

Literature review
Organizational culture can be stated as a form of organizational analysis borrowed from the
field of anthropology. Till date, no single universally accepted definition exists; however, the
term organizational culture generally is accepted as referring to the shared meanings, beliefs,
and understandings held by a particular group or organization about its problems, practices,
and goals.
Organizational culture is often taken in conjunction with climate, ideology, and style that
makes the concept much confusing. Organizational culture can be described as the accepted
and patterned ways of behavior of a given people (overt organizational behavior), body of
common understandings (group and organizational norms) and an organization's way of
thinking feeling and acting (ideology and philosophy).
Organizational Culture is a cognitive framework consisting of attitudes, values, behavioral

norms and expectations shared by Organizational members. Even the Organizations
concerned with identical activities or that provide similar products or services can be very
different from one another. Organizational Culture is the system of shared beliefs and values
that develops within an organization and guides the behavior of its members.
The modern competitive environment demands a better understanding of how an

organization's culture affects its performance. It has always been challenging for the
researchers to explore and study the nature of culture in terms of organizational settings,
methodological challenges, cultural link between organizational processes, and the courses of
actions or strategies pertaining to culture
The study of Organizational Culture and Organizational Learning is of recent origin and is
getting prominence day by day. A strong culture makes the Organization improve its
efficiency by increasing the competitive edge. While talking about Organizational Culture, it
becomes mandatory to understand what 'Culture' as the term actually means. Culture, while
on the one end is described as the set of values and beliefs, on the other it is described as set
of symbols, ceremonies and myths that communicate the underlying values and beliefs of the
organization to its employees. Culture persists and is changed or maintained by virtue of its
continual creation through the interaction of organizational members, their shared

interpretations and the significance they attach to what occurs. Culture - being an intangible
force directs the cultural values that make organizations special.
Culture plays several important roles in organizations. On one hand, it provides a sense of
identity while on the other; it generates commitment to the organizations' mission. It also
clarifies and reinforces standards of behavior.
There is no gain saying that corporate culture influences organizations' performance. Keeping
this in view, it is worth studying culture in organizations such as professional education
institutions and its association with policies and performance. 'Cultural audits' are taken,
these days, by organizations to match culture with future strategies so as to manage or change
the culture in consonance. However, the study of culture is not an easy nut to crack, rather it
demands empirically acquired knowledge followed by critical reviews
There are almost as many definitions and understandings of culture as people writing about
it.124 At such a time when different people talk about culture, they may or may not mean the
same thing. Some find their definitions rooted in the anthropological bases of rather isolated
societies; to others it is the functional aspect that appeals most to shape culture for the best
results. They see culture acting as a control mechanism in creating organizational
commitment, achieving integrations, or in adapting to external changes.
The origin of the concept of culture is rooted in the study of anthropology. Anthropologist
associated culture as their foundation stone and the most central problem of all social
sciences. Later, culture got prominence in the areas of management and organizational
behavior. Prior to that, it also received attention in the fields of sociology and social
psychology.
Although culture has been the focal area of studies in anthropology, sociology, organizational
theories, and management, but the connotation it had, was not always the same. Different
concepts, assumptions and interests made these connotations dissimilar. Diverse opinions,
predominantly affected the description of the theoretical base of culture in terms of its
composition, impact and applications.
Anthropologists looked at culture through following two approaches. While the first referred
generally to Taylor's 'Complex Whole130 comprising everything culture contains, the other
referred to the specific aspects of culture, such as, beliefs, myths, rites or artifacts.
Anthropologists took five major approaches to study culture. These included cultural

evolution, historical particularism, functionalism, cultural materialism, and cultural

idealism131.
The first approach- cultural evolution- conceptualized culture as a complex whole.

Historical particularism emphasized the historical nature of culture and its elements and
considered culture particularistic with no unifying thread among its components. This
included both super-organic (i.e. beyond individual's control) and psychological aspects. The
functionalists were primarily involved in the study of how each part functions in relation to
the system. The representatives of cultural materialism took a realistic approach to study
observable behavior, interesting elements, and techno-environmental factors. The followers
of cultural idealism approach focused on cognitive aspects into four different directions viz.
psychological anthropology, structuralism, ethnography and symbolic anthropology.
However, in all their approaches anthropologists made their focus on small-scale societies
and conceptualized culture as a unique homogeneous configuration as a monolithic whole.
Contrary to that, the sociologists based their study on the macro perspective by taking less
homogeneous or less monolithic view of the culture. They resorted to More heterogeneous
and pluralistic view of culture taking sub groups - e.g. teenagers, environmentalist etc. of the
society into account. According to Lipp- a sociologist, "Culture may be thought of as a loose
association of ideas as different themes, as different values, and as configurations of actions."
In that way it can be said that different meanings were attributed to the term culture and it
was differently perceived by not only anthropologists and sociologists but also by managerial
and organizational theorists whose views on culture are covered in the following section.
Culture and Organizations
Managerial and organizational aspects of culture prevail over the anthropological:

sociological ones, when the culture is perceived in terms of organizational dimension. Here,
an attempt is made to study organizations as cultural settings. Since organizations
accommodate different human beings similar as society does, .therefore, human affairs within
organization demands similar studies that affect organizational performance as well as human
beings. The culture here is --.understood to have its impact in creating effective organizations.
Sonja A. Sackmann in her book "Cultural Knowledge in Organizations refers to conceptions

of culture from anthropology that has most influence on the -.managerial literature:
1. The pattern or configure list view

2. The manifestation oriented view including functionalism
3. An ideational or cognitive view including symbolism.
On the basis of the above classification, she discusses the following three broad perspective
of culture that can be differentiated in the management literature as:
1. A holistic perspective
2. A variable perspective
3. A cognitive perspective.
The holistic perspective looks into culture as a one unified whole integrating cognitive,
emotive, and behavioral and artifact related aspects of culture. It defines corporate culture as
a general constellation of beliefs, mores, customs, values systems, behavioral norms, and way
of doing businesses that are unique to each corporation and captures well and multifaceted
nature of culture.
The variable perspective takes into focus expressions- that may take the form of verbal and
physical behaviors or practices, of artifacts, and of their underlying meanings. Culture is
defined as "the way we do things" or as manifestation of behavior. It is considered important
to infer apparently shared meanings from the study of culturally expressive activities,
behaviors and material artifacts.
The cognitive perspective emphasizes on ideas, concepts, blue prints, beliefs, values or
norms forming the core of culture. Culture, here, refers to what humans learn, what they have
in their mind and not what they do or make. The knowledge secured thus provides standards
for deciding what to do and how to do things. Schein's view of organizational culture
conforms to this perspective that defines organizational culture as.
"The pattern of basic assumptions that a given group has invented, discovered or developed
in learning to cope with its problem of external adaptation and internal integration, and that
have worked well enough to be considered valid and, therefore, to be taught to new members
as the correct way to perceive, think, and feel in relation to those problems ".
These three perspectives present three different emphases or orientations; however, with no
clear-cut boundaries but overlaps.
DIMENSIONS OF ORGANIZATIONAL CULTURE

The present study that is based on the instrument of Professor Pankaj Kumar looks at
organization culture having following dimensions:
A Humanistic/Helpful Culture:
This characterizes organizations that are managed in a participative and personal centered
way. Members are expected to be supportive, constructive, and open in their dealings with
one another.
An Affiliative Culture:
This characterizes organizations that place a high priority on constructive interpersonal

relationship. Members are expected to be friendly, open and sensitive to the satisfaction of
their work group.
An Approval Culture
It describes organizations in which conflicts are avoided and interpersonal relationships are
present at least superficially. Members feel that they should agree with, gain the approval of,
and are liked by others.
A Conventional Culture
It is descriptive of organizations that are constructive, traditional and bureaucratically

controlled. Members are expected to conform, follow the rules and make a good impression.
A Dependent Culture
It is descriptive of organizations that are hierarchically controlled and non-participative.

Centralize decision making in such organizations leads members to do only that they are told
and to clear all decisions with superiors.
An Avoidance Culture
It characterizes organizations that fail to reward success but nevertheless punish mistakes.
This neglecting reward system leads members to shift their responsibilities to others and
avoid any possibility of being blamed for a mistake.
An Oppositional Culture

It describes organizations in which confrontation prevails and negativism is rewarded.

Members gain status and influence by being critical and thus are reinforced to oppose the
ideas of others and to make safe (but ineffectual) decisions.
A Power Culture
It is descriptive of non-participative organization structured on the basis of the authority

inherent in members' positions. Members believe they will be rewarded for taking charge,
controlling subordinates and at the same time, being responsive to the demands of superiors.
A Competitive Culture
It is one in which winning is valued and members are rewarded for out performing one
another. People in such organizations operate in a "win-lose" framework and believe they
must work against (rather than with) their peers to be noticed.
A Competence/ Perfectionist Culture
It characterizes organizations in which perfectionism, persistence and hard work is valued.

Members feel they must avoid all mistakes, keep track of everything and work long hours to
attain narrowly defined objectives.
An Achievement Culture
It characterizes organizations that do things well and value members who set and accomplish
their goals. Members of these organizations set challenging but realistic goals, establish plans
to reach these goals and pursue them with enthusiasm.
A Self-Actualization Culture
It characterizes organization that value creativity, quality over quantity and both task
accomplishment and individual growth. Members of these organizations are encouraged to
gain enjoyment from their work, develop themselves and take on new and interesting
activities.
In another approach- according to Jerald Greenberg & Robert Baron- the System for
categorizing varieties of Organizational Culture is known as Double S Cube.
According to Double S Cube concept, Organizational Culture is characterized along
the two independent dimensions; both of these dimensions begin with the letter S- i.e.
Sociability and Solidarity. This cube identifies four types of Organizational Culture.

The Double 'S' Cube Fig. 1
The two types of dimensions when combined make up four types of Organizational Culture
having both positive as well as negative qualities.
The Sociability Dimension:
This dimension pertains to a measure of friendliness among members within the organization.
The new employees in the organization learn through socialization and a positive high
magnitude here makes organization a closely knitted team of individuals where they work in
highly cohesive teams. The positive side with high sociability dimension indicates that the
employees are friendly and creative. They work in teams to share information and welcome
new ideas. On the other hand, the employees lying on the lower side of the dimension are
interpreted as loners that do not like mixing up with others.
In contrast to the above, the employees in the high sociability dimension can instigate
workers to form informal groups, which can adversely affect organizational effectiveness.
The Solidarity Dimension:
This dimension focuses on the extent to which coworkers share a common understanding of
their organizations' tasks and goals The higher side indicates that the people work together in
order to accomplish an agreed upon task, while the lower side indicates that groups do not
have shared interests. The people lying farther on the positive side exhibit high solidarity, and
work in a coordinated way to accomplish a great deal of task. The people lying on the

negative side in this dimension can hurt the feelings of the new comers because the new
comers are not considered part of the team.
The four types of organizational cultures that originate from these two
dimensions are:
1. Networked Culture- In this type of culture people is highly sociable but low in
solidarity.
2. Mercenary Culture- This organizational culture is characterized by a low degree of

sociability and a high degree of solidarity.
3. Fragmented Culture- Here, the organizational culture is characterized by a low

degree of sociability accompanied by a low degree of solidarity.
4. Communal Culture- In this type of culture people exhibits a high degree of

sociability and a high degree of solidarity.
LEVELS OF CULTURE: Edgar Schein in his book 'Organizational Culture and
Leadership has mentioned three levels of culture:
Artifacts
Values
Basic Assumptions
Here, it becomes important to discuss these terms to gain better understanding of the term
organizational culture. The descriptions can be lucidly made in the following terms:
ARTIFACTS: These are symbols of culture, which exist in the physical and social
framework environment. The artifacts of culture are personal enactment, ceremonies and
rites, stories, rituals and symbols.
Personal enactment: Personal enactment is understood by the examination of the

behavior of the organizational members. It is that behavior which reflects organizational
values. This level is the most visible part of an Organizational Culture. When an employee
joins an Organization the first thing that is immediately visible to him or what he first notices
are the artifacts. Artifacts also include sounds, smells, architecture behavior, attire, language,
products and ceremonies.

Ceremonies and Rites:
Relatively elaborate sets of activities that are enacted time and again on important occasions
are known as organizational ceremonies and rites138. It is believed that the ceremonies and
rites reward and recognize those employees whose behavior is in harmony (congruent) with
the organizations' value.
Stories:
Stories are the most effective way to strengthen organizational values. Stories give a
reflection about the organizations. The stories about boss, the stories about company deals
etc, give positive or vice versa feedbacks to the listeners.
Rituals:
Rituals are the organizational practices that are always done in the fixed time and in the same
way in the organizations.
Symbols:
Symbols communicate Organizational Culture through images or objects.
VALUES:
Values are the second major ingredient that pertains to the deeper level of culture. Values
guide and tell an individual what they ought to do or what they ought not in various
situations. As artifacts, values are not clearly visible. They are hard to be seen by a new
comer, but can be very well learned and discovered. They reflect a person's underlying beliefs
of what should be and or should not be. Values are often consciously articulated, in
conversation or/and in a company's mission statement or/and in annual reports. However,
there may be a difference between a company's espoused values (what the members claim)
and its enacted values (values reflected in a way the members actually behave).
ORGANIZATIONAL CULTURE AND NATIONAL CULTURE
The Organizational Culture is derived from National Culture. The beliefs and values that are
practiced in the Organizations are a derived part of national culture from the host country;
still the organizations have their own unique culture. The shared values and beliefs in one
organization are not necessarily the same in the other organization. This is because- though
the organizational culture is derived from the national culture, in general, but in an

organization, it is further derived from the particular characteristic and experience unique to
that organization. In the context of globalization, an organization derives the culture from the
other nations too. The global environment and the concept of global village have brought
tremendous changes in the organization culture and learning.
It has brought about a vast change in the culture and learning of the organizations that with
this change the study of organization culture and learning has gained unprecedented weight.
The role of the study of organizational culture and learning cannot be overlooked because of
the changes occurring in the organizational world. The increasing rate of change in the
environment has improved the role of organization in the modern world. Here, it becomes
necessary to look into the Definitions once more keeping in view the foreign impact The
concept of Organizational Culture has received increasing attention in recent years both from
academicians and practitioners. Organizational Culture has been defined in various ways. NK
Singh and Omita Paul in their book "Work Culture in India" have defined work culture as the
"prevalent and common patterns of feeling and behavior in an Organization".
According to Tunstall, "Work Culture" is a general constellation of beliefs; mores, customs,

value systems, behavior norms and ways of doing business that are unique to each
corporation. A simple definition of Organizational Culture is "the way things are done around
here."
Organizational Culture facilitates coordination and communication, gives the organization

competitive advantage over its' competitors and distinguishes successful organizations from
others. Culture in terms of managerial jargon usually refers to feel about the organization, the
authority system, and the degree of employee involvement and commitment- the soft stuff.
Organizational Culture can be of four types: Autocratic (or feudal), Bureaucratic,

Technocratic, and Entrepreneurial (organic or democratic). Autocratic or feudal culture is
characterized by centralized power concentrated in a few persons, and observation of proper
protocol in relation to the persons in power. Bureaucratic culture is characterized by primacy
of procedures and rules hierarchy, and distant and impersonal relationship. Technocratic
culture emphasizes technical / professional standards and improvement. Entrepreneurial
culture is concerned about achievement of results and providing excellent services to the
customers.

CULTURE: CONCEPTUAL FRAMEWORK
INTRODUCTION TO HRM
Organizations in their functional aspect are treated comprehensively under the wide,
architectonic rubric / discipline of Human Resource Management. Simply put, human
resource management is a management function that focuses on the people dimension to/
of organizations.
As organizations get larger and sophisticated and processes more complex, it gets
increasingly difficult to coordinate specializations at various policy and operating levels. The
HR department performs the vital task of weaving sectional and individual interests and
practices into the matrix of group functioning, that is the organization. Organizations had
hitherto looked at the "Personnel Department," for management of paperwork involving
hiring and paying people. More recently, organizations consider the human resource
department better suited for the task. HRM plays a significant part in both regulatory and
policy planning functions.
Though in-charge, theoretically, of the traditional POSDCORB functions, HRM today

ventures beyond theoretical postulates. The coverage of HRM has expanded to more
enveloping domains in the discipline and profession, throwing open possibilities in the art,
science and craft of management theory and practice respectively.
HRM covers myriad functions such as the specific and defined areas of planning and control,
resource allocation, conflict resolution and settlement of legal claims, to recount a few. HRM
function has evolved so much so that the HRM tag could eve be held misleading (Mahoney,
1994), as HRM is not limited anymore to securing 'person power'. Human resource
management entails advising, implementing and organising change, which are identified as
the three important requisites of sound HRM practice.
HRM is at the forefront of management strategy in the contemporary times. It is expected to

be proactive rather than a reactive management function. It plays a vanguard role and imparts
direction to an organization. The personnel department does not merely "hand out gift
certificates for thanksgiving turkeys" (Mazarres, 1994). Its a pervasive management function
actively involved in managing and administering organization wide processes, initiating
policy with regard to HR specifically, and also other sections, collaterally involving the

human resource management function. It is more than a cosmetic or a fringe activity or

function.
HR management today involves more than just the management of the HR function. It
extends into areas such as compensation benefits, staffing, HR forecasting, succession
planning, management and executive development, performance management, employee
relations, organization development, total quality management, needs analysis, instructional
design and development training programmed evaluation, return on investment (ROI), impact
studies to name a few(Mazarrese, 1994).
Human resource management is therefore understood as the all significant art and science of
managing people in an organization. Its significance lies in the fact that physical and
monetary resources cannot and do not sustain increased rates of return on investments, unless
complemented and supplemented effectively by good human resource practices which reflect
in best standards of productivity and service delivery. Increasing research output in
behavioral sciences, new trends in managing knowledge workers and advances in training
methodology and practices have led to substantial expansion of the scope of human resource
management function in recent years, besides adding to its understanding as a theoretical area
of enquiry.
Use of the word management is significant here. It is new public management informing
management ethic today. Consequently, administration is used to denote more routine
coordination functions while management is perceived as the active or the potent functional
aspect of an enterprise; more pertinently, the art and science of getting things done (Simon,
1957). Significantly, management function is universal in public and private organizations
(Fayol, 1959).
HRM is not just an arena of personnel administration anymore but rather a central and
pervasive general management function involving specialized staff as assistants to main line
managers.
Basic Concepts & Definitions:

Culture has been defined differently by various scholars. According to Kroeber and
Kluckholn, Culture consists of patterns, explicit and implicit, of and for behavior acquired
and transmitted by symbols, constituting the distinctive achievement of human groups,
including their embodiment in artefacts. The essential core of culture consists of traditional
ideas and especially their attached values.

Anthropologist Symington has defined culture as, that complex whole which includes
knowledge, belief, art, law, morals, customs, and capabilities and habits acquired by a man as
a member of society.
The Indian perspective of culture is given by Sinha suggests that Culture consists of totality
of assumptions, beliefs, values, social systems and institutions, physical artifacts and
behavior of people, reflecting their desire to maintain continuity as well as to adapt to
external demands.
The collection of relatively uniform and enduring values, beliefs, customs, traditions and
practices that are shared by an organizations members, learned by the new recruits and
transmitted from one generation to the next generation.
- Edgar Schein.
.the elements that define a healthy work environment [include] collegiality and sharing;
recognizing employees contributions, having policies that are based on trust, doing what we
say we will do both individually and as an organization, [and] encouraging employees to have
a balance of life.
-Beyond the talk: Achieving a healthy & productive work environment, 1999
A state of complete physical, mental and social well-being
- WHO (World Health Organization)
Work culture is of levels of interaction among organizational factors (boundaries, goals,

objective, technology, managerial practices, material and human resources, and the
constraints) and organismic factors (skills, knowledge, needs, and expectations) interact
among themselves at various levels. Over a period of time they develop roles, norms and
values focusing work and is called Work Culture.
Work Culture:
Work Culture plays an important role in extracting the best out of the employees and making
them stick to the organization for a longer duration. The organization must offer a positive
ambience to the employees for them to concentrate on their work rather than interfering in
each others work.

What is Work Culture?
Work culture is a concept which deals in the study of:
Beliefs, though processes, attitudes of the employees.
Ideologies and Principles of the organization
It is the work culture which decides the way employees interact with each other and how an
organization functions. In laymans language work culture refers to the mentality of
employees which further decide the ambience of the organization. Any organization is said to
have a strong work culture when the employees follow the organizations rules and
regulations and adhere to the existing guidelines. However there are certain organizations
where employees are reluctant to follow the instructions and are made to work only by strict
procedures. Such organizations have a weak culture.
Characteristics of a Healthy Work Culture:
Employees must be cordial with each other:
One must respect his fellow worker. Backbiting is considered strictly unprofessional and
must be avoided for a healthy work culture. One gains nothing out of conflicts and nasty
politics at work.
Each employee should be treated as one:
Partiality leads to de-motivated employees and unhealthy work culture. Employees should be
judged only by their work and nothing else. Personal relationships should take a backseat at
the workplace. Dont favour anyone just because he is your relative.
appreciating the top performers is important:
Praise the employees to expect good work from then every time. Give them a pat on their
back. Let them feel indispensible for their organization. Dont criticized the ones who have
not performed well, instead ask them to pull up their socks for the next time. Give them one
more opportunity rather than firing them immediately.
Encourage discussions at the workplace:
Employees must discuss issues among themselves to reach to better conclusions. Each one
should have the liberty to express his views. The team leaders and managers must interact

with the subordinates frequently. Transparency is essential at all levels for better relationships
among employees and a healthy work culture.
Organization must have employee friendly policies and practical

guidelines:
Expecting an employee to work till late night is simply impractical. Rules and regulations
should be made to benefit the employees. Employees must maintain the decorum of the
organization. Discipline is important at the workplace.
The Hitler approach does not fit in the current scenario:
Bosses should be more like mentors to the employees. The team leaders should be a source
of inspiration for the subordinates. The superiors are expected to provide a sense of direction
to the employees and guide them whenever needed.
Promote team building activities to bind the employees together:
Conduct training programs, workshops, seminars and presentations to upgrade the existing
skills of the employee. Prepare them for the tough times. They should be ready under any odd
circumstances or change in the work culture.
A few other characteristics for any company culture, to make it successful,

as follows:
Mission clarity
Employee commitment
fully empowered employees
High integrity workplace
Strong trust relationships
Effective systems and processes
Performance-based compensation and reward programs
Customer-focused
Effective 360 degree communications
Commitment to learning and skill development
Emphasis on recruiting and retaining outstanding employees
High degree of adaptability
High accountability standards
Demonstrated supported for innovation
Types of work culture:

Work culture can be broadly defined as how employees describe their working environment.
While some cultures will be defined naturally based on a small business owners leadership
style or industry type, a lot of it will also be determined by the employees you hire and the
office tone that management sets. How you implement your unique business culture in day-
to-day operations can help to attract and retain talent while ultimately contributing to your
business standards. Like varied personalities, there are various types of organizational
cultures that function by adhering to a stipulated method of working, best suited to their core
business.
The diverse organizational cultures that mold the structure of a business are as
follows:
Appreciative culture: While employees value bonuses and promotions in

recognition of a job well done, there is more to creating a culture of appreciation.
Studies have shown that employee prefer an in-person thank you or a positive report
delivered to senior management. While it may feel awkward at first, research
indicates this kind of approach motivates employees to repeat good performance and
correct workplace issues when they arise.
Innovative culture: Innovative companies tend to be fast moving and often

encourage employees at all levels of the organization to take risks. Such companies
seem to be guided by research, such as a Harvard University study, that says there is
direct correlation between an employees autonomy and their creative output. Senior
managers in this type of culture need to be wary of burnout, making it even more
important to communicate regularly with staff.
Merging cultures: When two companies merge, it is crucial to pay attention to

combining two distinct cultures. In fact, ignoring the issue can not only have negative
impact on the employee morale, but can ultimately undo the partnership. While in
some cases the dominant culture, prevails, it is best for merging companies to build a
new culture based on the shared values, processes and philosophies
.Family business culture: Family businesses are often multi-generational and,

therefore, have long-established norms, processes and rituals. On the plus side, they

are known for mentoring and cultivating employees career growth over the long haul.
On the downside, due to a family-like environment, employers may be more hesitant
to let underperforming employees go. Keeping these types of employees around could
have a negative impact on work output and office morale.
Trust-based culture: While trust is arguably important in any business setting,

there are companies that actively seek to foster this type of environment. These
companies are built on solid relationships between and among management and
employees, as well as with customers. Additionally, they are committed to an open-
door policy and transparency in their transactions and agendas.
Normative culture: In a normative culture, the organization stresses on
implementing the organizational procedures in a correct manner, and according to the
norms and rules defined. This kind of culture is perceived to portray a high standard
of business ethics.
Pragmatic culture: In contrast to normative cultures, stress in laid on satisfying

the wish of their clients. In this type of organizational structure, the client is virtually
deified. The prime concern of every employee is to cater to the needs of the client,
attain, and retain the business they may invite through the clients.
Academy culture: In this kind of culture, employees are highly skilled, and the
organization provides an environment for the development, and honing of employee
skills. Examples of this kind of cultures are hospitals, universities, and large
corporations. Employees tend to stay with the organization, and grow with (in) it.
Collaborative work culture: Often referred to as Clan culture, an organization

that adopts a collaborate work culture offers a congenial and amiable environment to
work in. the feeling one derives while working in this type of organization is that of
comfort and coercive motivation. This organization consists of superiors who provide
more of guidance, and less of governance. The organization is based on worker-
welfare, where you have the employees interest in the foreground with his skills
valued, and performances handsomely rewarded. Insinuating and developing
teamwork is the most vital element of the organization.

Adhocracy work culture: It is a type of organization that is altered to provide an

environment to accrue ones creative acumen. Ideas are encouraged, and out-of-box
thinking is an appendage-cum-motto. Dynamism is defined best when the workforce
has the free will to conceive an out-of-ordinary idea; the development of which, may
lead to success; inadvertently, to higher levels of morale, and monetary incentives.
Baseball team culture: In this kind of culture, the employees are free agents,
and are highly prized. These employees find employment easily in any organization,
and are highly in demand. There is, however, a considerable amount of risk attached
to this culture, as it is very fast-paced. Examples of this kind of culture are
advertising, and investment banking, to name a few.
Club culture: Usually, the employees stay with the organization for a long time,
and get promoted to a senior port, or level. These employees are hand-picked, and it is
imperative that they possess the specific skills required and desired, by the
organization. Examples of this kind of organization are law firms, the military, etc.
Fortress culture: Employees are not sure if the will be laid off or not by the
organization. Very often, this organization undergoes massive changes. Few examples
of this type of culture are loans and savings, large car companies etc.
Macho culture: The most important aspect of this kind of culture is big rewards,
and quick feedback. This kind of culture is mostly associated with quick financial
activities; like, brokerage, and currency trading. It can also be related to activities,
like, a sports team, a police team, or branding of an athlete. This kind of culture does
not eschew high levels of stress; instead they are known to reach the apotheosis of
efficiency. The employees are expected to possess a strong mentality for survival in
the organization.
Work hard/ Play hard culture: This type of organization does not involve
much risk, as the organizations, already, consist of a firm base coupled with a strong
client relationship. This kind of culture is predominantly opted by the large-scaled
organizations that have gained their customers trust and support; subsequently rolling
out a specialized jargon, and is qualified with multiple-team meetings.

Bet your company culture: In this type of culture, the company makes big, and
important decisions over high stake endeavours. It takes time to see the consequence
of these decisions. Companies that postulate experimental projects, and researches as
their core business proposition, adopt this kind of culture; for instance, a company
designing experimental military weapons may implement the said type of culture.
Process culture: This type of culture does not include the process of feedback. In
this kind of culture, the organization is extremely cautious about the adherence to
laws, and prefers to abide by them. This culture bestows consistency upon the
organization, predominantly meant for public services.
What is a Healthy Work Culture?
A Healthy Work culture is one that effectively attracts, retains and engages employees. A
workplace can be considered healthy if three key elements are addressed in an integrated
manner. These three elements are:
1. Occupational Health and Safety

2. Health Promotion
3. Organizational Health
Ways to create a Healthy Work Culture:
Share the big picture:
Help people see how their individual role supports the work of your department, your
division, department, and ultimately the goals of the organization. Let them know how their
contribution makes a difference. Share information about thats happening in the organization
that will help them understands why the organization is such an exciting place to be.
Have a plan and communicate:
Create opportunities for conversations about successes and what is working well, and what
we can improve. Create opportunities for people to collaboratively work on projects together.
Invite people to share their perspective and welcome their ideas about how to do things even
better. Be available to your colleagues, invite favebook, and keep communication open from
both the ends.
Provide Tools:

Streamline processes and procedures wherever possible to improve efficiency of time and
effort. Ensure people have the tools and information that will support their productivity. Link
them to the resources they need to be effective in their position, including where to get
information and advice on how to be successful.
Promote Safety and Health:
Provide training and safeguards that address workplace safety and security issues. Encourage
exercise, healthy eating, and other beneficial health habits. Remind people of the benefits of
taking breaks with heavily practices that help them recharge to improve concentration, focus,
mood, and energy. Create opportunities for colleagues to walk or do athletic activities
together.
Tend to relationships:
Create healthy work relationships and collaborative partnerships returns attention and
positive intention, careful listening, speaking up in appropriate ways, healthy and creative
resolution of conflicts, reinforcement for respectful behaviour, and mutual support for
learning and growth.
Express Appreciation:
Find creative ways to recognize peoples contributions. Take advantage of every opportunity
to express your appreciation, in public, and try to give advices of negative attitude, in a
manner that it doesnt hurt the personal respect of the person, so that the employees who hear
such things shall not get affected by the treatment. It doesnt take long hand it has a great
impact.
Encourage ways to have fun at work:
We can be productive and have fun at the same time. Holding things lightly and having a
sense of play relieves stress, promotes a positive outlook, and increases creativity.

Be a good Role Model:
Sometimes our own example is the most powerful means of influence. Be aware of and
intentional about how you show up, and honor the power that you have to make difference
in the lives of those around you
BASIC ASSUMPTIONS:
This is the last level of Organizational Culture and is almost invisible to a newcomer. The
difficulty in visibility of this level is as such that even the older employees of the
Organization are not consciously aware of basic assumptions of the Organization. The basic
assumptions, like values, also guide the behavior and convey members of an organization
how to perceive and think about things. According to Edgar Schien Assumptions is the
essence of culture. Basic assumptions are developed over the history of the organization and
are also developed from the ways organization handles different situations. As the basic
assumptions are unconscious, and the older employees find them difficult to define to newer
employees, they are learned by the new comers as a result of trial and error behavior and by
watching the reactions of older employees in the diverse situations.
ORGANIZATIONAL CULTURE AND NATIONAL CULTURE
The Organizational Culture is derived from National Culture. The beliefs and values that are
practiced in the Organizations are a derived part of national culture from the host country;
still the organizations have their own unique culture. The shared values and beliefs in one
organization are not necessarily the same in the other organization. This is because- though
the organizational culture is derived from the national culture, in general, but in an
organization, it is further derived from the particular characteristic and experience unique to
that organization. In the context of globalization, an organization derives the culture from the
other nations too. The global environment and the concept of global village have brought
tremendous changes in the organization culture and learning. It has brought about a vast
change in the culture and learning of the organizations that with this change the study of
organization culture and learning has gained unprecedented weight.
The role of the study of organizational culture and learning cannot be overlooked because of
the changes occurring in the organizational world. The increasing rate of change in the

environment has improved the role of organization in the modern world. Here, it becomes
necessary to look into the definitions once more keeping in view the foreign impact.
The concept of Organizational Culture has received increasing attention in recent years both
from academicians and practitioners. Organizational Culture has been defined in various
ways. NK Singh and Omita Paul in their book "Work Culture in India" have defined work
culture as the "prevalent and common patterns of feeling and behavior in an Organization".
According to Tunstall, "Work Culture" is a general constellation of beliefs; mores, customs,

value systems, behavior norms and ways of doing business that are unique to each
corporation. A simple definition of Organizational Culture is "the way things are done around
here."
Organizational Culture facilitates coordination and communication, gives the organization

competitive advantage over its' competitors and distinguishes successful organizations from
others. Culture in terms of managerial jargon usually refers to feel about the organization, the
authority system, and the degree of employee involvement and commitment- the soft stuff.
Organizational Culture can be of four types: Autocratic (or feudal), Bureaucratic,

Technocratic, and Entrepreneurial (organic or democratic). Autocratic or feudal culture is
characterized by centralized power concentrated in a few persons, and observation of proper
protocol in relation to the persons in power. Bureaucratic culture is characterized by primacy
of procedures and rules hierarchy, and distant and impersonal relationship. Technocratic
culture emphasizes technical / professional standards and improvement. Entrepreneurial
culture is concerned about achievement of results and providing excellent services to the
customers. Researcher Jeffrey Sonnenfeld has identified the following four types of cultures
Academy Culture-
Having highly skilled employees who are inclined to stay in the organization the organization
on the other hand provides them a stable environment to develop and utilize their skills.
Baseball Team Culture-
The employees have high prized skills and work as free agents. These types of employees
because of their high demand get jobs easily. This type of culture is mostly prominent in fast
paced, high-risk organizations such as investment, banking, advertising etc
Club Culture-

Internal promotions are core of this culture, seniority is valued. The essential prerequisite of
this type of culture is to fit in a group. Example: military, law firms etc.
Fortress Culture-
Employees don't know if they'll be laid off or not. These organizations often undergo massive
reorganization. There are many opportunities for those with timely, specialized skills.
Examples are savings and loans, large car companies, etc
FUNCTIONS OF ORGANIZATIONAL CULTURE:
Organizational Culture can have many functional effects on the Organizations and their
management. The two major areas on which they contribute are
1. Adaptation to the Organization's external environment

2. Coordination of internal systems and processes
An organization that has effectively adapted to the external environment can build up culture
with the consent of the members about the organization's mission. The culture will then
include the specific goals derived from the mission and the means to arrive at these goals. If
the consent about the mission is among the veteran employees then the organization will
move efficiently toward these goals as the members have the consent about what needs to be
done and how it is to be done. In short, an organization's culture can help its members
develop a sense of Identity with the organization and a clear vision of the organizations
direction. An organizational Culture that gives its members a clear vision of the organization's
mission also presents a consistent image to its markets, customers, and clients
Eventually this clear vision and consistent image can give the organization a competitive
edge by edifying assurance to its product or services. In the developed Organizational
Culture, there is a feeling of belongingness amongst the members of the organization. They
have clear and agreed views about the measurement of the results and remedial action that is
to be taken if something goes wrong. Veteran members know and almost act mechanically to
deal with a particular situation, they are so well-equipped that they know what and where the
things are going wrong and what action should be taken.
Organizational cultures also define the reward systems. Organizational Cultures differ in
reward systems. Some Organizational cultures consider the whole Organization as a system
and rewards on the basis of organizational performance whereas other organizations reward
on the basis of individual performance.

DIAGNOSING ORGANIZATIONAL CULTURE
For any organization to sustain over a long term, it is very important to diagnose the culture
so as to adapt to the fast changing environment. It is further necessary to know about when
the organization can continue its journey without any change in culture and when it ought to
initiate the change. Organizations often fail in their change and improvement efforts because
of their inability to bring about the cultural change. There have been education institutions
and other business organizations that have dramatically improved their performance as a
result of applying the processes and approaches necessary to introduce such change as a key
part of their services. Though these approaches are not a mere panacea for all the
organizational and managerial problems, yet these prescribe a set of tools and procedures that
are helpful in assisting with cultural and personal changes in originations.
The universities and private education institutions in India demand such a culture that helps
in matching their personal style and capabilities with the demands of the professional world.
By making a diagnosis of their own culture, the change agents can help organizations and
guide their change efforts towards the development of a congenial culture. It has been well
received that the culture change can foster dramatic improvement in organizational
effectiveness, and at the same time, it can be the major obstacle that keeps organizations from
fulfilling their objectives.
The present research work is an outcome of such a diagnosis where an assiduous effort has
been made to diagnose the organizational culture in various professional educational
institutions in the state of Punjab and Haryana. The dissertation, in its spread, describes at
length about the findings and attempts to seek certain understanding regarding the state of
affairs in such private and university owned professional education centers.
Understanding Organizational Culture in these professional institutions has been given a

prominent place owing to its main contribution in facilitating or inhibiting organizational
improvement efforts. It has been discussed how culture change can foster dramatic
improvements in organizational effectiveness or can be the major obstacle that keeps
organizations from fulfilling their objectives.
The instrument of Prof. Pankaj Kumar has been taken for diagnosing Organizational Culture.
The instruments account for an overall organizational culture profile. The various dimensions
of Organization Culture are assessed which are based upon a theoretical framework of how
organizations work and the kinds of values upon which their culture have been founded. The

instruments identify the current organizational culture that laid a path to the preferred culture
or the future culture.
The questionnaire by Prof. Pankaj Kumar adopts a quantitative approach to measure

cognitive sharing of values, norms, expectations, ideologies etc. by the members of
organization. This Organizational Culture Measure is based on a configuration or circumlicial
model of inter personal and task related styles.
The Organizational Culture can be diagnosed from two perspectives (I) as an outsider and (ii)
as an insider.
AS AN OUTSIDER:
The diagnosis of the environment can be done from outside as a potential employee and it
will make one find out that whether the Organizational culture will be the one where one will
like to work, whether one will get the opportunity to grow or will the organization demand
more from one than one is ready to give willingly. Although one will not learn all the inner
secrets of a culture, as one has not yet joined, one can find clues about what would he like to
work for that organization
As an outsider, physical characteristics of the organization will be considered; the

organizational culture can be judged by reading the company's annual reports. As an
interviewee also the Organizational Culture can be perceived or some friend working in the
organization can also help in diagnosing the culture.
AS AN INSIDER:
As an insider one is actually working within the organization; then the stories and anecdotes
can be the best source in knowing the culture of that organization. Stories often describe
organizational heroes. What did those heroes do? We pay close attention because a hero's
action is likely to imply important values in the organization's culture an important factor in
diagnosing organizational culture is to look for details. Details provide information of the
organizational culture almost like a guide and this information has an impact on the
performance of organizations.
CREATING, MAINTAINING, AND CHANGING ORGANIZATIONAL
CULTURE

Managers of modern organizations regularly face three decisions about their organization's
culture. They can decide to create a completely new culture, usually in a separate work unit
or in a new organization. They can work at maintaining their existing organizational culture
because they believe it is right for the environments they face. They can decide to change
their culture to a new set of values, basic assumptions and ideologies
Creating Organizational Culture:
The organizational culture is said to be created when in creating a new Organizational

Culture planned attempt is given to build a particular type of Organizational Culture.
Maintaining Organizational Culture:
Maintaining organizational Culture does not only mean following the existing culture but also
considering the values that were successful in the past, and also considering whether these
values will be successful in the present environment or not. Culture maintenance requires
knowing the existing organizational culture artifacts, values and ideologies. By maintaining
their culture, managers want to maintain commitment of organization members to key parts
of the culture
Changing Organizational Culture:
Changes in the situations require changes in the organizational culture. With the degree of
globalization, workforce diversity, and technological innovation and due to mergers and
acquisitions, the Organizational Culture needs a change. With the entry of expatriate in the
organization the culture requires change to meet his needs and the organizational needs.

JSW

INDUSTRY PROFILE
Steel Industry in India is on an upswing because of the strong. Indias rapid economic
growth and soaring demand by sectors like infrastructure, real estate and automobiles, at
home and abroad, has put Indian steel industry on the global map. According to the latest
report by International Iron and Steel Institute (IISI) India is seven largest steel producers in
the world .The origin of the modern Indian Steel industry can be traced back to 1953 we a
contract for the construction of an integrated steel works in Rourkela, Orissa was signed
between the Indian government and the German companies Fired Krupp und Demag AG.
The initial plan was an annual capacity of 500,000 tonnes, but this was subsequently
raised to 1 million tonnes. The capacity of Rourkela Steel Plant (RSP), which belongs to the
SAIL (steel Authority of India Ltd) group, is presently 2 million tonnes. At every stage te
former USSR and a British consortium also showed an interest in establishing a modern steel
industry in India. This resulted in the Soviet-aided building of a steel mill with capacity of 1
million tonnes in Bhilai ad the British lacked constriction in Durgapur of a foundry was also
has a million tonnes capacity.
Global Scenario:
In 2014, the world crude steel production reached 1661.5 million tonnes (mt) and
showed a growth of 1.2% over 2013. (Source: World Steel Association or WSA,
prov.)
China remained the worlds largest crude steel producer in 2014 (823 mt) followed by
Japan (110.7 mt), the USA (88.3 mt) and India (83.2 mt) at the 4th position.
WSA has projected that global apparent steel use will increase by 2% to 1,562 mt in
2014 following growth of 3.8% in 2013 while in 2015; world steel demand will grow
by another 2% and will reach 1,594 mt. As per their forecast, Indias outlook is
improving and in 2014, Indias steel demand is expected to grow by 3.4% to 76.2 mt,
following growth of 1.8% in 2013. In 2015 structural reforms and improving

confidence will support a further 6% growth in Indian steel demand but elevated
inflation and fiscal consolidation remain key downside risks to the outlook.
Per capita finished steel consumption in 2013 is estimated at 219 kg for world and
545 kg for China by WSA.
Domestic Scenario:
The Indian steel industry has entered into a new development stage from 2007-08,
riding high on the resurgent economy and rising demand for steel.
Rapid rise in production has resulted in India becoming the 4th largest producer of
crude steel and the largest producer of sponge iron or DRI in the world.
As per the report of the Working Group on Steel for the 12th Five Year Plan, there
exist many factors which carry the potential of raising the per capita steel
consumption in the country. These include among others, an estimated infrastructure
investment of nearly a trillion dollars, a projected growth of manufacturing from
current 8% to 11-12%, increase in urban population to 600 million by 2030 from the
current level of 400 million, emergence of the rural market for steel currently
consuming around 10 kg per annum buoyed by projects like Bharat Nirman, Pradhan
Mantri Gram Sadak Yojana, Rajiv Gandhi Awaas Yojana among others.
The National Steel Policy 2005 had envisaged steel production to reach 110 million
tonnes (mt) by 2019-20. However, based on the assessment of the current ongoing
projects, both in Greenfield and Brownfield, the Working Group on Steel for the 12th
Five Year Plan has projected that domestic crude steel capacity in the county is likely
to be 140 mt by 2016-17 and has the potential to reach 149 million tonnes if all
requirements are adequately met.
Production:
Steel industry was delicensed and decontrolled in 1991 & 1992 respectively.

Today, India is the 4 th largest crude steel producer of steel in the world.
In 2013-14, production for sale of total finished steel (alloy + non alloy) was 87.67
mt and 65.197 mt during April-December 2014-15 (provisional).
Production for sale of Pig Iron in 2013-14 was 7.95 mt and 6.08 mt during April-
December 2014-15 (provisional).
India is the largest producer of sponge iron in the world with the coal based route
accounting for 89% of total sponge iron production in the country.
Data on production for sale of pig iron, sponge iron and total finished steel (alloy +
non-alloy) are given below for last five years and April-December 2014-15:
Indian steel industry : Production for Sale (in million tonnes)
Category 2009- 2010- 2011- 2012- 2013- April-December 201

10 11 12 13 14 4-15*
Pig Iron 5.88 5.68 5.371 6.870 7.950 6.081 (5.868)
Sponge Iron 24.33 25.08 19.63 14.33 18.20 13.276 (13.413)
Total Finished Steel 60.62 68.62 75.70 81.68 87.67 65.197 (64.190)
(alloy + non alloy)
Source: Joint Plant Committee; *provisional; figure in () is value in same period of last year
Demand - Availability Projection

Demand Availability of iron and steel in the country is projected by Ministry of

Steel in its Five Yearly Plan documents.
Gaps in availability are met mostly through imports.
Interface with consumers by way of a Steel Consumers Council exists, which is

conducted on regular basis.
Interface helps in redressing availability problems, complaints related to quality
Opportunities for growth of Iron and Steel in Private Sector
The New Industrial Policy Regime:
The New Industrial policy opened up the Indian iron and steel industry for
private investment by (a) removing it from the list of industries reserved for public sector and
(b) exempting it from compulsory licensing. Imports of foreign technology as well as foreign
direct investment are now freely permitted up to certain limits under an automatic route.
Ministry of Steel plays the role of a facilitator, providing broad directions and assistance to
new and existing steel plants, in the liberalized scenario.
The Growth Profile:
i. Steel: The liberalization of industrial policy and other initiatives taken by the Government
have given a definite impetus for entry, participation and growth of the private sector in the
steel industry. While the existing units are being modernized/expanded, a large number of
new steel plants have also come up in different parts of the country based on modern, cost
effective, state of-the-art technologies. In the last few years, the rapid and stable growth of
the demand side has also prompted domestic entrepreneurs to set up fresh greenfield projects
in different states of the country.
Crude steel capacity was 101 mt in 2013-14 and India, the 4th largest producer of
crude steel in the world, has to its credit, the capability to produce a variety of grades and that
too, of international quality standards. The country is expected to become the 2 nd largest

producer of crude steel in the world soon, provided all requirements for creation of fresh
capacity are adequately met.
ii. Pig Iron: India is also an important producer of pig iron. Post-liberalization, with
setting up several units in the private sector, not only imports have drastically reduced but
also India has turned out to be a net exporter of pig iron. The private sector accounted for
93% of total production for sale of pig iron in the country in 2013-14. The production for sale
of pig iron has increased from 1.6 mt in 1991-92 to 7.95 mt in 2013-14.
iii. Sponge Iron: India is the worlds largest producer of sponge iron with a host of coal
based units, located in the mineral-rich states of the country. Over the years, the coal based
route has emerged as a key contributor and accounted for 89% of total sponge iron
production in the country. Capacity in sponge iron making too has increased over the years
and stood at 45 mt in 2013-14.
SWOT ANALYSIS
Strengths:
1. Availability of iron ore and coal
India has abundance of iron ore, coal & other raw materials required for iro & steel
making. It has 4th largest iron ore reserves (13billion tones) in the world.
2. Low labor wage rates:
India has low unit labor cost, its get reflected i low cost of production.
3. Abundance of quality manpower:
It has 3rd largest pool of technical manpower, next to United States &erst while USSR,
capable of understanding and assimilating new technologies.
Weakness:

1. Unscientific mining:
India is deficient in raw materials required by the steel industry. Iron Ore deposits are
finite and there are problems in mining sufficient amounts of it. Indias hard coal
deposits are of low quality.
2. Low Productivity:
According to an estimate Crude Steel output at the biggest Indian Steelmaker is

roughly 144 tones per worker per year, whereas in Western Europe the figure is around
600 tonnes.
3. Power shortages:
Steel Production in India is also hampered by power shortages.
4. Inadequate infrastructure:
Insufficient freight capacity and transport infrastructure impediments to hamper the

growth of Indian Steel industry
5. Low R&D investments:
There are inadequate investments in infrastructure.
6. High cost of debt:
Since huge capital investment is required therefore cost of these is very high.
Opportunities:
1. Unexplored rural market:
The Indian rural market remains fairly unexposed to the multifaceted use of steel
2. Growth domestic demand:

There is enormous scope for increasing consumption of steel in almost all sectors in
India.
3. Export Market penetration:
It is estimated that world steel consumption will double in next 25 yrs. Quality
improvement of Indian steel combined with low cost advantages will definitely help in
substantial gain in export market.
4. Consolidation:
As global companies have realized the threat of excess supply, they are looking at M&A
options to retain market share and improve margins.
Threats:
1. Technological change:
Technological changes force the industry structure to change. In India where

capital itself is costly, technological obsolescence is a major threat.
2. Price sensitivity & Demand volatility:
The demand for steel is derived demand and the purchase quantity depends on end
user requirements. The traders are price sensitive and buy when there are discounts.
3. Dumping of steel by developed countries:
High quality products for developed countries available for imports at competitive
prices

4. Slow Industry Growth:
Power shortage hampers the production of steel use of outdated process for
production lags behind in the production of stainless steel Deficiency of raw materials
required by the industry labor productivity is low. It is 144 tons per worker per year against
600 tons in Western Europe as per estimates in adequate shipment capacity and transport
structure.
CONSUMPTION:
Indias Steel consumption rise 8 percent in the year ended March 2010, over the same
period a year ago on account of improved demand from sectors like automobile,
infrastructure and housing. The countrys steel consumption increased to 56.3 MT in the 12
months to March 2010 from 52.3MT in the previous year, as per the Ministry of Steel.

Company Profile
JSW Steel is Indias leading private sector steel producer and among the worlds most
illustrious steel companies. JSW Steel is around $12 billion global conglomerate spread over
six location in India and a footprint that extends to the US, South America and Africa. The
flagship company of around $12 billion JSW group, JSW Steel is testament to decades of
experience and a dynamic culture that have culminated in the company becoming the leading
provider of specialized steels in India. JSW Steels business vision is centred on
sustainability. They realize that only by creating a sustainable creating a sustainable future
can pave the way for their goal of a self-reliant India. This belief has always stood us in good
stead. With a conviction in their values, they have grown from a single steel mill in 1982 to
the large operations that define them today.
JSW Steel is pioneer in the use of innovative technology that keeps them ahead of the curve.
Not only do they offer the widest product portfolio in India, they also further leverage their
capability to customize offerings to match customer expectations. Their strategy of always
staying on the leading edge of technical advancement has led to partnerships with global
sector leaders such as JFE Steel, Marubeni Itochu Steel, Praxair and Sever field Rowen Plc.
This technological edge has helped their plants rank among the lowest-cost steel producers in
the world. The strong focus on innovation and R & D has led to JSW Steel being recognized
worldwide as a purveyor of high-end, value-added steel. Nearly 40 % of their products today
are high value steels; they intend to take this figure up to 50%. Nearly one fifth of their
products are exported and they are Indias Largest exporter of coated products with a
presence in over 100 countries.
JSW Steel strategic approach to growth has driven the companys forward and backward
integration initiatives. Their steel plants in Karnataka, Tamil Nadu and Maharashtra have a
combined installed capacity of 14.3 million tones per annum. With the objective of touching
40 million tones in the next decade, they are expanding capacities at their existing sites and
setting up plants in new locations. On the anvil, are two 10 million tine Greenfield facilities
in West Bengal and Jharkhand. At JSW, sustainability is the touchstone on which they have

evolved their operational processes. Their system for governance, manufacturing, supply
chain management, human resce management, community engagement, mitigation of their
carbon footprint and customer engagement, among others, are benchmarked against global
best-in-class standards. Deeply held beliefs on doing business the sustainable way have led to
strong partnerships among the communities they operate. The success of their models for
land acquisition and community engagement make them torchbearers for Indian industry. The
canopy of their Corporate social responsibility initiate covers micro-level engagements as
well as macro development programs that leave a measurable positive impact in every
location where they will be present.
History of JSW:
In 1994, Jindal Vijayanagar Steel (JVSL) was set up with its plant located at Tornagallu in
the Bellary-Hospet area in the State of Karnataka, the heart of the high-grade iron ore belt
and spread over 10,000 acres (40 km2) of land. Over a decade it also set up a plant at Salem
with an annual capacity of 1 million tones. It is on the threshold of a major expansion plan of
adding 3.2 million tons per annum to its at Vijayanagar Plant to achieve 11 MTPA by 2011. It
has established a strong presence in the global value-added steel segment with the acquisition
of a steel mill in US and a Service Center in United Kingdom. JSW Steel has also formed a
joint venture for setting up a steel plant in Georgia. The Company has further acquired iron
ore mines in Chile and coal mines in USA & Mozambique. The current manufacturing
capacity of company is 14.3 MTPA. In Aug 2014, it acquired Welspun Maxsteel Ltd in a deal
valued at around 1,000 Crores.JSW has already acquired 3 MTPA Hot Rolling Plant in Dolvi
Maharashtra ( earlier named Ispat Industries Ltd).
In the 15th Century, Krishnadevaraya, the famous King (1509-29) ruled the Royal
Vijayanagar Dynasty located in Southern India. The Vijayanagar Kingdom is famous for its
Art, wealth, Peace & prosperity. The Empire was world famous for the beauty of its capital
and it is also believed to be the richest Kingdom of 15 th Century. Reminiscing the past glory
and grandeur of Vijayanagar JSW has an interesting history. Though a foundation was laid in
1971 by the then Prime Minister Late Smt. Indira Gandhi for setting up an integrated steel
plant under public sector, the plan remained a non-starter till 1994. The public sector shelved
the idea because of rescue constraints and the idea remained a distant dream for the people of
Karnataka. The floodgates were thrown open to the private sector in 1990 to have a joint
venture for Integrated Steel Plant with KSIIDC but they withdrew due to infrastructure

bottlenecks. In 1994, the Government of Karnataka approached the O.P.Jindal group, which
succeeded in starting Vijayanagar Steel Plant in a record 33 months. The constraints were
taken care of adopting state of the Art technology. Selecting the COREX process along with
the traditional blast furnace route provided innovative solutions to power & water scarcity.
Meanwhile road and rail linkage to Goa and Chennai were improved and the Government of
Karnataka assured a steady water supply.
JSW Steel Ltd JSW is part of US $16.5 billion O.P.Jindal Group. It has grown to US
$11 billion in little over a decade and has presence across various sectors Steel, Energy,
Minerals, Port & Infrastructure, cement and Aluminum under the dynamic relationship of Mr.
Sajjan Jindal. JSW Steel, the flagship company of the JSW Group, is today an integrated steel
manufacturer. JSW steel is the largest private sector steel manufacturer in terms of installed
capacity. JSW steel is one of the lowest cost steel producers in the world. It has established a
strong presence in the global value-added steel segment with the acquisition of steel mill in
US and a service centre in UK.
The company has also tied up with JFE Steel Corp, Japan for manufacturing the high
grade automotive steel. JSW Steel has acquired a majority stake in Ispat Industries Ltd.
Making JSW Steel Indias largest steel producer with a combined capacity of 14.3 MTPA.
JSW steel offers the entire gamut of steel products Hot Rolled, Cold Rolled, Galvanized,
Galvalume, Pre-painted Galvanized, Pre-painted Galvalume, TMT Rebars, Wire rods &
Special Steel Vasind & Tarapur in Maharashtra and Salem in Tamil Nadu. By 2020, the
company aims to produce 34 million tons of steel annually with Green integrated steel plants
coming up in West Bengal and Jharkhand.
JSW Energy Ltd: JSW Energy is the dynamic vertical of JSW Group. The
company plans to foray in all areas of power: Generation, Transmission, and Distribution &
Trading. In less than a decade of its operations the company has crossed several milestones
working on power solutions in the States of Karnataka, Maharashtra, Rajasthan and Himachal
Pradesh. The Company has forayed in all areas of power business with a operational capacity
of 2600 MW and a generating capacity of 1050 MW in the construction and implementation
phase. Aiming to generate 11770 MW, JSW Energy is treading to become one of the leading
private power producers in the country.
JSW Holdings Ltd: Jindal South West Holdings Limited (JSWHL) incorporated on 12th
July, 2001 is a Non banking Financial Company (NBFC) registered with Reserve bank of

India (RBI). JSWHL is an Investment company of the JSW Promoters group with its
investment mainly in the Jindal group of Companies with other companies. The main
business activities as mentioned in the Memorandum of Association is of Investment in
shares, stocks, or other securities in India or abroad and to provide management consultancy
services.
JSW Infrastructure Ltd: JSW Infrastructure Limited is a part of the JSW Group and
its committed to the development of infrastructure for Ports, Air Ports, Ship Repair,
Shipyard, Township, Roads & Rail connectivity, Inland Waterways, Water treatment plant and
Pipelines. Presently JSW Infrastructure Limited has the following operational units and
ongoing development plants:
South West Port Limited (SWPL), Goa (Operational)

JSW Jaigarh Port (JSWJPL), Jaigarh, Maharashtra(Operational)
JSW Shipyard Dabhol, Maharashtra
Vijayanagar Minerals Pvt. Ltd: Vijayanagar Minerals Pvt. Ltd. A joint venture
between Mysore Minerals Limited (MML), a Government of Karnataka undertaking and
JSW Steel limited, mines the iron ore from Thimmappangudi Mine. With Mineral reserve
base of about 30 million Tons the mine has production capacity of 2.55 MTPA.
Jindal Praxiar Oxygen Co. Ltd: Jindal Praxiar Oxygen Company at Tornagal,
Karnataka is the worlds largest & safest air separation plant at a single location. It is a joint
venture with Praxiar Inc. USA and has a capacity of more than 2*2500 tons per day. This
meets the entire oxygen requirement for JSW Steel plant (Vijayanagar Works) for both iron 7
steel making.
J-soft Solutions Ltd: J soft is an IT & ITES arm of US $9 billion JSW Group.
Headquartered in Bangalore, J Soft Solutions would operate from major metros and provide
IT solutions to group companies and companies in various domains. J-soft operates across a
broad spectrum of IT & ITES services, which include:
Infrastructure Management
Business Application
Software Development
Shop Floor Automation

Shared Services
Along with extending support to clients across the geographic spread of India, they also
support their companys IT operations in US & UK plant.
JSW Sever field Structures: JSW Sever field Structures Ltd (JSSL) is a Joint
Venture between JSW Steel Ltd. The largest steelmaker in India in terms of installed capacity
and Sever field Rowen Plc, the largest steel fabricator in Europe. Headquartered in Mumbai,
with a state of the art facility in Bellary, Karnataka, JSSL offers the best quality steel
structures enabling India access to world class technology to modernize its infrastructure
development. The company offers innovative solutions, robust performance and the range of
comprehensive services to the Indian construction industry.
JSW Steel USA With one of the widest mills in North America, the JSW plate division
mill rolls hot-rolled plate widths up to 160 inches (4.1m) and thickness up you f inches
(102mm). We service shipyards, oilfield fabricators, heavy equipment producers, machinery
makers, and many other end users and distributors who need high quality carbon plate. Using
quality plate from JSW and other suppliers, their pipe division mill produces DSAW pipe to
service energy and petrochemical markets, including large diameter line pipe for onshore and
offshore ose, heavy duty casing and piling. Strategically located in Baytown, Texas, just 30
miles outside Houston, they are ideally suited to serve the needs of the global energy and
petrochemicals industry.
Manufacturing Facilities:
Vijayanagar works
Salem Works
Dolvi Works
Vijayanagar Works:
Indias first 12 MTPA steel plant at single location, the fastest growing steel plant in India.
The JSW Steel Vijayanagar plant is the first integrated steel plant to reach 12 MTPA
capacities in a single location. It is the first in India to use the Corex technology for hot metal
production. Now other steel plants are coping the same.
The first hot strip mill at Vijayanagar was commissioned in 1997. Since then it has grown
exponentially and now has an installed capacity to produce 12 MTPA of steel. Located at a

remote village Tornagallu part of under developed North Karnataka in the Bellary-Hospet
iron ore belt of Karnataka, the fully integrated steel plant, is well-connected with both the
Goa,Krishnapatnam,Mangalore and Chennai ports
Unique features:
Regarded as the worlds Corex showpiece; it was the first Greenfield project in India
and among the first in the world to have successfully used this technology to produce
green steel
Houses Indias largest blast furnace and the widest hot strip mill
The only plant in India with pair-cross technology and twin-stand reversible cold-
rolling mill
The highest productivity steel plant in India, producing 800-plus tones per person per
annum
Recognized for its zero-effluent discharge status; it reuses more than 95 per cent of
process waste
Low carbon footprint as it recycles 96% of coke oven gas for power generation
Uses sophisticated ambient air control infrastructure beyond and has reduced gas
flaring to lower levels.
Salem Works:
JSW acquired SISCOL in the year 2004, a sick unit at that time. Quick turnaround of the
plant was achieved by expanding capacity from 0.3 Mt to 1 Mt and switching over to value
added products.
Unique features:
Complete product range
Rounds: 5.5 to 180 mm

RCS: 55 to 265 mm
Flats: 60 to 101 series
DSIR Approved R&D Centre with sophisticated modern equipments.
Online Automatic inspection and testing facilities for Rounds and RCS up to 160 mm
State of the art Infrared and phased array ultrasonic testing facilities.
High precision rolling Reducing and Sizing block in Bar and rod mill
Dolvi Works:
The 3.3 MTPA integrated steel plant at Dolvi, Maharashtra majority stake acquired in 2010, is
an inherent part of JSW Steel. This is Indian's first and only operating CONARC
Technology plant. Located on the west coast of India, the plant has a jetty with a capacity of
10 million tons per annum. This provides the unit with logistical advantages in importing raw
materials and savings on freight cost. The unit is connected through rail, road and sea and has
given the JSW Steel a strategic presence in western India.
The Dolvi plant caters to several industries including automotive, projects and construction,
machinery, LPG cylinder-makers, cold rollers, oil and gas sector and consumer durables.
Unique features:
The Dolvi plant is the first in India to adopt a combination of Conarc technology for
steelmaking and compact strip production (CSP) for producing hot rolled coils. * The
main feature of CSP is thin slab casting.
It can produce coils with thickness as low as 1.2 mm.
HR coils produced at Dolvi are feed material for the two JSW Steel cold rolling and
downstream facilities at Vasind and Tarapur.
AWARDS AND RECOGNITIONS:
Awards Accolades and Achievements during the year 2013-14:

Awards:
Industry leadership award at plats global metals awards 2015 Prime ministers trophy for
excellence in performance
In FY 2012-13 for Vijayanagar works, this was adjudged the best integrated steel plant in
India State export excellence award 2013-14 (government of Karnataka??)
Recognition:
Zero defect supplies by Toyota Kirloskar motors
Best supplier award by Tata motors
Star performer 2014 by Haier appliances
Best delivery supplier by fag Schaeffler
Awards and accolades:
JSW Steel continues to be recognised by the world for its expertise and capabilities. The
awards won during FY 2014-15 include the following:
1. Vijayanagar Plant won the prestigious Prime Ministers Trophy for excellence in
performance of Integrated Steel Plants for the year 2012-13.
2. CII-EXIM Bank Business Excellence Award 2014, awarded by the Confederation of

Indian Industry (CII): Commendation Certificate for Significant Achievement received on
November 20, 2014.

3. CII-ITC Sustainability Award 2014: Awarded Commendation Certificate for Significant

Achievement received on December 19, 2014.
4. IMC Ramakrishna Bajaj National Quality Award 2014: Won the IMC Ramakrishna Bajaj
National Quality Award in the Manufacturing Category award received on March 20, 2015.
5. Salem Plant has won Second prize in IIM Sustainability Award under the Alloy Steel
category.
6. Salem Plant has won Gold Trophy from ASSOCHAM for the Best ITI Skill Development
through PPP Scheme in India.
7. Green Manufacturing Excellence Award 2014: Green Front Runners by Frost &
Sullivan.
8. Ramakrishna Bajaj National Quality Award 2013-14 IMC RBNQ Performance

Excellence Trophy.
Team ACHIEVEMENTS:
1. International Convention on Quality Circle Chapter (ICQCC): Gold Award to Innovator

Quality Circle Team from SMS-II received on October 15, 2014 at Sri Lanka
2. National Convention on Quality Circle (NCQC): Three teams (Innovators SMS-2,

Janani-BF3, and Abhimanyu-BF4) were conferred with Par Excellence award, which is the
highest honour in the category and one team (Sarthak-Coke Oven) was adjudged excellent
award, the second highest honour and was received on December 22, 2014 at Pune.
3. Chapter Convention on Quality Circle (CCQC) All the teams ((Innovators SMS-2,
Janani-BF3, and Abhimanyu-BF4, Sarthak Coke Oven) were conferred with Gold award on
September 7, 2014 at Bengaluru.

4. JSW Steel Ltd., Salem Par Excellence Award from National Convention on Quality
Concepts for Six Sigma project.
Awards Accolades and Achievements during the year 2013-14:
CII-EXIM Award 2013: Commendation certificate for Significant Achievement on

5 Nov-2013 at Bangalore.
th
National Sustainability Award 2012: First prize amongst the Integrated Steel plants
category by Indian Institute of Metals.
Green Manufacturing Excellence Award 2014: Green Front Runners by Frost &
Sullivan.
IMC Ramakrishna Bajaj National Quality Award 2013-14 IMC RBNQ Performance
Excellence Trophy
CII-EXIM Bank Recognised JSW Steel Limited for Significant Contribution to the
Business Excellence Movement in India 2013.
National Sustainability Award IIM 2013.
Indian Manufacturing Excellence Award by Frost & Sullivan.
Golden Peacock Award for Eco Innovation 2013
Individual and Team recognitions:
ICCQC 2013 held at Taipei, Taiwan in October 2013: The Pragathi Quality Circle, for
being recognised in the 3 star (1 Place) Award category for Presentation of their
st
theme on Minimising the production delay time by 60% due to Non-Availability

of Tundish during Abnormal Sequence Break team members: Mr. A. K. Tiwari,
Mr. H. Narisimha Reddy, Mr. Girish M.T, Mr. Shashidhara H.M, Mr. Kusumakara and
Mr. Yerriswamy K.
R & D: 1 prize in Paper Presentation in Steel making area, at NMD ATM in

st
November 2012 Optimization of Baffle Placement in Tundish through Physical

Modelling, Authors being: RavishekarRao, SujayPatil, RameshwarSah, A. K. Tiwari

and AbhijithSarkar.
R & D: 1 Prize in Poster presentation in Iron making area, at NMD ATM in November
st
2012 Application of Advanced techniques for purification of waste water (ETP plant
outlet) at Coke Oven, participants: Suhasini Pimple, Mamatha. D, Vijay Kumar,
RameshwarSah and S.M.R.Prasad.
Awards Received at NMD ATM 2013 held at IIT, BHU, Varanasi in

November 2013:
JSW steel, Vijayanagaram Works was awarded the 2nd prize for IIM national
Sustainability Award 2013 in the Integrated Steel Plants Category by Indian Institute
of Metals, Kolkata.
NMD & IIM Award recipients:
Sl.
Name Award category Year
No
Dr. Saibal Kanthi Gupta, Director, JSW Steel Lifetime Achievement

1 2013
Limited Award
Shri Pradeep Chandra Mahapatra, AVP (TE), IIM Steel Eighties

2 2013
JSW Steel Limited Award
Dr. Rameshwar Shah, AGM (R & D and SS), IIM Steel Eighties
3 2013
JSW Steel Limited Award
Dr. Sambandham Manjini, AVP (TE), JSW IIM ESSAR Gold

4 2013
Steel Limited Medal

SMS-2 2nd prize in Paper Presentation in Steel making area, at NMD ATM in
November 2013, Control of carryover slag in BOF Steel making Authors: Vivek
Gautam, N. Vishwanath, Amith Sarkar, Ganapathi Prasad and S.C.Vishwanath.
Dr. J. N. Mohapatra, Assistant manager, R & D department. Received ISNT Young

scientist Award at Asia Pacific Conf. on Non-destructive testing (APCNDT) held
in November 2013 in Mumbai.
2012
CII-Exim bank Award for Business Excellence: JSW Steel, Vijayanagar Works
received Commendation Certificate for Significant Achievement towards Business
Excellence on 2nd Nov 2012 at Bangalore.
National Sustainability Award 2012: JSW Steel, Vijayanagar Works adjudged FIRST
among Integrated Steel Plants in India by Indian Institute of Metals, and received on
16th Nov 2012 at Jamshedpur.
Greentech Environment Excellence Award (Gold) 2012: JSW Cement has been
conferred with this prestigious award in recognition to its specific contribution
towards adopting clean technologies as well as its commitment towards prevention of
pollution, natural resource conservation, efficient utilization of industrial by-products
and its noteworthy efforts towards GHG emission reduction during the year.
2011-12
SPIMR Marketing Impact Awards (SMIA) 2012: Awarded by SP Jain Institute of

management and research: Second prize for Best Practices & Current Thinking in
Marketing, awarded on January 14, 2012.
Vishveshvaraya Industrial Trade centre State Award: Awarded by VITC Karnataka for
the year 2009-10 7 2010-1 Gold Trophy for Best Exporter, received on March 23,
2012.
Hyundai : Appreciation Award for the year 2011-12 received on march 22, 2012
2010-11

Dun & Bradsheet information Services: Best Company in Steel sector based on Total
Income, Net Profit, Net Worth, Export, Market Capitalization, Net Profit Margin,
return on Net Worth, received on April 26, 2011.
Ashok Leyland : Outstanding Performance Award for the year 2010-11 received on
April 20, 2011
Whirlpool: Certificate of Appreciation for the year 2010-11, received in November

2011.
International Convention on Quality Circle Chapters (ICQCC): Distinguished

Category Award to Genius Quality Circle from SMS-1 received on September 14,
2011.
Spot Light Awards (Global Communication Competition): Awarded by League of

American Communication Professionals for its 2010-11 Annual Report Bronze
Award for excellence within its Competition Class
EXIM Achievement Awards: In the category of Top 3 Exporter awarded by the Tamil
Chamber of Commerce.
FKCCI Export Excellence Awards: Awarded by FKCCI Karnataka: Best District

Exporter Award for the year 2010-11, awarded on June 15, 2011.
CII-EXIM Award 2011: Commendation Certificate for Significant Achievement for

Business Excellence by Confederation of Indian Industries, on 01-Dec-2011 at
Bangalore.
National Sustainability Award 2010-11
Second prize to JSW Steel, Vijayanagar Works amongst the Integrated Steel Plants
category, by Indian institute of Metals at 49 th National Metallurgists Day, on 14-Nov-
2011, at Hyderabad.
JSW Energy Wins Business leadership Award: JSW Energy has received the NDTV
Profit Business leadership Awards 2010 under the Power industry vertical Vice
chairman of JSW Energy N K Jain received the award from the union Finance
Minister Pranab Mukherjee on September 1, 2010 at the Trident Hotel in Mumbai.
2009-10

Karnataka Chapter Safety Award 2009
Unnatha Suraksha Puraskara, a trophy and certificate was presented for outstanding
safety performance and management systems in Metals category of Industries during
2006-08, by National Safety Council, Karnataka Chapter, on 09-09-2009, at
Bangalore.
Greentech Environment Excellence Award 2009: Gold award in metal and mining
sector for outstanding achievement in Environment Management (10 Oct 2009,
Kovalam).
ISO-14001: 2004 Certification: Vidyanagar Township was recommended for

certification of ISO-14001: 2004 for environmental management practices, on 23-09-
2009, TUV Rheinland Group.
National Award for Excellence in Energy Management 2009: Excellent Energy

Efficient Unit Award 2009 for Best Energy Management practices (19, 20 Nov 2009,
Chennai), by CII-Godrej Green Business Centre.
PMs trophy 2007-08: Runner-Up of the Best performing Integrated Steel Plant in the
country, known as Steel Ministers Trophy (declared on 13-Nov-2009).
CII-EXIM Award 2009: Commendation Certificate for Significant Achievement for

Business Excellence by Confederation of Indian Industries, on 17-Dec-2009 at New
Delhi.
IMC Ramakrishna Bajaj National Quality Award: Performance Excellence Trophy in

the Manufacturing Category by Indian Merchant Chambers Quality Cell, on 19-Mar-
2010 at Mumbai.
Individual and Team Recognitions:
Dr. Madhu Ranjan, VP (R & D and SS), has been conferred with Metallurgist of the
year award-2009 instituted by the Ministry of Steel, Govt. of India, at the 47 th
National Metallurgists Day celebrations held on the 14-Nov-2009 at Kolkata.

Oral Presentation Category at 63rd Annual Technical Meet, Kolkata, Second prize was
won by-
1. Mr. Pranav Tripathi
2. Mr. SujayP. Patil
3. Mr. D. Sateesh Kumar
4. Mr. Abhijith Sarkar
5. Mr. P. C. Mahapatra
Third Prize won by
1. Mr. G. S. Rathode
2. Mr. Mukul Verma
3. Mr. Dilip Varma( M/S ABB)
National Award for Excellence in Energy Management 2009: Most Useful Presentation
Award was won by JSW Steel Team for making Excellent Presentation on 20-Nov-2009 at
CII-Godrej Green Business Centre, Chennai.
2008-09
Greentech Safety Award 2007: Gold Award in Metal and mining sector for
outstanding Achievement in Safety Management by Greentech Foundation (10- Apr-
2008, Mumbai).
G3 Awards for good Green Governance 2007: JSW Steel received winners trophy in
the Manufacturing Category by SRISHTI, New Delhi (22-Apr-2008).
TERI Corporate Environmental Award 2008: Certificate of Appreciation for Efforts

towards Environmental Management and Innovative Initiatives amongst corporation
with a turnover Rs. 500 Crore (31-May-2008).
CII National Energy Management Award 2008: Excellent Energy Efficient Unit by
CII (August 2008).
Greentech Environment Excellence Award 2008: Gold Award in metal and mining
sector for Outstanding Achievement in Environment Management (6-Sep-2008, Goa).

CII-EXIM Award 2008: Commendation for significant Achievement towards

Business Excellence (on 6-Nov-2008, Bangalore).
National Sustainability Award 2008: First prize for Excellent Performance in

Integrated Steel Plant Operations (14-Nov-2008, New Delhi).
CII-ITC Sustainability Awards 2008: Commendation Certificate for significant

Achievement on the journey towards Sustainable Development (on 12-Dec-2008 at
New Delhi).
National Award for Excellence in Water Management 2008: JSW Steel was adjudged
as Water Efficient unit by CII during National Competition for Excellence in Water
Management held on 16th & 17th December 2008 at Hyderabad.
IMC Ramakrishna Bajaj National Quality Award 2008: Performance Excellence

Trophy in the Manufacturing Category (on 24-mar-2009, Mumbai).
Golden Peacock Award for Corporate Social Responsibility-2008: JSW Steel limited
bagged the prestigious Gold Peacock Award for corporate Social Responsibility for
the year 2008 in February 2009.
National Energy Management Award 2008: JSW Steel, Vijayanagar Works bagged
National Energy Management Award 2008 instituted by CII during August 2008.
Individual and Team Recognitions:
IIM Platinum Medal won by Dr. S.K. Gupta, Director, for his outstanding contribution
to the Metallurgical profession, Education, research at National Metallurgist
day(NMD) celebrations on 14-Nov-2008. This award was instituted by the Indian
institute of Metals.
Young Metallurgist of the year Award: Jointly shared by Mr. K. P. Mrunmay and Mr.
Promod Kumar Gupta of R & D and SS department. This award is given to young
metallurgist to encourage research in the field of metallurgy, on 14-Nov-2008, at
NMD celebrations, New Delhi. ICCQC 2008, Bangladesh.
Tungabhadra team won extraordinary category Award at recently concluded

International chapter Convention on Quality circles 2008, at Dhaka in Bangladesh.

The ICCQC competition was held from 23rd to 26th September, and the theme selected
was- Improving the performance of the Double Deck Roller Screen. Team
members: Mr. Raghu.M, Mr. B.I. Karabhari, Mr. Rajshekar Hiremath, Mr. G. B.
Kesapur, Mr. Shiva Kumar. K and Mr. Nagendra.
NCQC 2008, Baroda
Swayam QC team from Coke ovens won Excellent Category and Genius QC
team from BOF-CCP won distinction category during National Convention on
Quality Circles at Baroda on 10-Nov-2008.
2007-08
CII-EXIM Bank Award: Commendation certificate for Significant Achievement

towards Business Excellence (on 1-Nov-2007, at Bangalore).
TERI Corporate Social responsibility Award: Certificate of Appreciation in

recognition of Corporate leadership for good corporate citizenship and sustainable
initiatives amongst Corporations with turnover of above 500 Crore rupees.
IMC Ramakrishna Bajaj Quality Award: Special Award for Performance Excellence in
Manufacturing Category, on 21-mar-2008 at Mumbai.
Gold Award in Metal and mining sector 2007 for outstanding achievement in Safety
Management by Greentech foundation.
Recognitions by Employees or teams:
Tungabhadra Quality circle team won Gold medal at ICCQC-at Beijing (Oct 2007)
Mr. J. K. Tandon, Director (projects) received the National Metallurgist Award-at the
45th National Metallurgist Day 2007.
Young Metallurgist of the year award was jointly won by Mr. D. Sateesh Kumar, Asst.
manager (R & D and SS), & Mr. T. Rajendra, Manager (SMS-1) at 45 th National
Metallurgist Day 2007.
The prestigious IIM Steel Eighties Award for Meritorious Contribution for
Advancement of Steel Technology for the year 2007 was awarded to Dr. Madhu
Ranjan, AVP (R & D and SS).
2006-07

National Sustainability Award:
Second prize amongst the Integrated Steel Plants Category by Indian Institute of
Metals
CII Award for Business Excellence:
Commendation certificate for Significant Achievement towards Business excellence

India Manufacturing Excellence Award: Corporate Gold Award in Metals category by
Frost & Sullivan.
Gold Award in Metal and Mining sector for outstanding Achievement in Environment
Management by Greentech Foundation.
JSW Steel has won the CIO 100 Giant 100 Honouree 2006 (IT Award).
The ATHYUNNATHA SURAKSHA PURASKARA of National Safety Council

Karnataka Chapter for the year 2005.
DMA Erehwan HR Innovative Awards: Second Place
IMC Ramakrishna Bajaj National Quality Award: Commendation Certificate.
Silver Award in Metal and Mining sector: for outstanding Achievement in Safety
JSW Steel presented maximum number of papers(30) in the NMD ATM 2006 and
won the following:
1st prize in Oral Presentation in Mineral Section
1st prize in Oral Presentation in Processes Section
2nd prize in Metallographic
2nd prize in Poster Competition
2005-06
Gold Award in Metal sector - for Outstanding Achievement in Environment


India Manufacturing Excellence Award: Platinum Award in Metals category by Frost

& Sullivan.
Rockwell Jury Award for Excellence
CII-EXIM Bank Award: Commendation certificate for Significant Achievement

towards Business Excellence.
2004-05
National Quality Award (shared with TATA Steel) from Indian institute of Metals for
Best Quality Management Practices amongst Integrated Steel Plants of the country.
NASSCOM BEST IT User Award for Manufacturing sector.
National Award for Excellence in Energy Management by CII.
National Award for excellence in Water Management by CII.
CII-EXIM Bank Award Commendation Certificate for Strong Commitment to

Excel.
Commendation in SHE Performance Corporate Leadership and Excellence Award in

SHE by CII.
Indian Developers Felicitators Award.
2003-04
Silver Award in Metal sector for outstanding Management Practices in Safety & Health
by Greentech Foundation
CII-EXIM Bank Award Commendation certificate for strong Commitment to TQM
2002-03
Silver Award in Metal sector for outstanding Achievement in Environment

Management by Greentech Foundation. National Quality Award from IIM.
2001-02

Prime Minister National Award for excellence in Urban Planning & Design for
Township.
KEY OEM CUSTOMERS
AUTOMOTIVE
Ashok Leyland
Bajaj Auto
Daimler Benz
Ford General Motors
Honda Motorcycle and Scooter India
Honda Cars India
Hyundai
John Deere
Maruti Suzuki
Mahindra & Mahindra
Nissan
Piaggio
Tafe
Tata Motors
Toyota Kirloskar Motors
TVS
VE Commercial
Volvo Eicher Volkswagen
CONSUMER DURABLES
Haier

LG
Samsung
Whirlpool
BEARINGS
FAG
Koyo
NRB Bearing
SKF
Timken

Product profile
Jindal Steel & Power Limited (JSPL) is part of US$ 12 billion O.P. Jindal Group. After
consolidating our position of a leading player in Steel, Power, Mining, Oil & Gas and
infrastructure Sectors in India, we have expanded our business to several other parts of the
world, particularly in Asia (Indonesia, Nepal, Mongolia), Africa, South America and Georgia.
JSPL is set to vault itself even higher on the domestic and global stage through diversified
investment strategies, gaining a foothold in high growth market and continuously pursuing
opportunities to expand in its core areas.
Steel Production:
By upgrading its existing plant at Raigarh and commissioning new ones, JSPL will enhance
its production capacity to 34 million tons in next 10 years. JSPL is operating state- of-the-art
3 million ton capacity steel plant at Raigarh, Chhattisgarh, which is to be expanded to 10
MTPA. Equipped with modern machinery, the plant boasts of world-class production
facilities and is regularly supplying steel products adhering to domestic and international
specifications. JSPL has Heavy Machinery Division at Raipur in Chhattisgarh. JSPL is setting
up 12.5 million ton capacity steel plant in phases at Angul in Orissa. The DRI-BF-EAF
route with unique feature of using environment-friendly Syn gas will be used for steel making
for the first time in the world. Also the capacity will pride itself with Plate Mill to produce 5
meter wide steel plates for the first time in India.
The company is also setting up an 11 million ton capacity steel plant in phases at Patratu &
Asanboni in Jharkhand. At Patratu, JSPL has taken over the assets of the closed Bihar Alloys
& Steel Limited. Using the available land and adding some more, work is in progress for the
establishment of Bar Mill and Wire Rod Mill. These mills are expected to start production by
the end of 2009.
Power Generation:
By expanding its existing power generation capacity and commissioning new thermal, hydro,
solar and wind power projects, JSPL and its affiliate, Jindal Power Ltd. will have an annual
power generation capacity of over 15000 MW in next 10 years. JSPL is operating a 340 MW
captive power generation facility at Raigarh, based on waste heat recovery from rotary kilns

and coal middlings. The new captive power projects to be set up include 1600MW at
Raigarh, 2500MW at Orissa and 2600 MW at Jharkhand.
Jindal Power Limited has set up the 1000 MW O. P. Jindal Super Thermal Power Plant at
Tamnar, Raigarh. This is the first Mega Power Project in Private Sector. The Company is
adding 4 more units of 600 MW each at Tamnar with an investment of Rs. 11,340 Crore and a
2640 MW (4 X 660 MW) power project in the State of Jharkhand at an investment of Rs.
11,880 Crore.
Jindal Petroleum Limited:
To increase shareholders value, JSPL has recently diversified into oil and gas sector and
formed a new company Jindal Petroleum Limited to manage this business. The company
has acquired 12 oil & gas blocks in different parts of the world, including 4 in Bolivia, 4 in
Georgia, 3 in Peru and 1 in India.
Global Reach:
JSPL has acquired the development rights for 20 billion tones of EI Mutun Iron Ore Reserves
in Bolivia, South America.
Jindal Steel Bolivia plans to invest US$ 2.1 billion in the next few years for mining and
setting up of an integrated 1.7 MT steel plant, 6 MT sponge iron plant , 10 MT iron ore pellet
plant and 450 MW power plant. This is the largest investment by an Indian company in Latin
America and also the largest foreign investment in a single project in Bolivia, so far. This
huge investment is expected to generate large-scale employment in the country. The
company is engaged in exploration of diamonds in Democratic Republic of Congo. JSPL is
also exploring steel production & mining projects in some other parts of the world such as
Mozambique, South Africa, Mongolia, Brazil and Indonesia. All these expansions are a
testament to the fact that at JSPL, we are working towards a bright future.
Iron Making:
Direct Reduced Iron Process:
JSPL has the worlds largest coal based sponge iron manufacturing facility, which uses
indigenously developed rotary kilns (6 Kilns of 300 TPD and 4 Kilns of 500 TPD). Being the
only sponge iron manufacturer with its own captive raw material resources and power

generation, we lead the Indian market in coal-based sponge iron sector with a manufacturing
capacity of 1.37 MTPA with a metallic iron content of more than 81 percent.
Blast Furnace:
JSPL operates a high-productivity Blast Furnace of 1681CuM volume with a capacity of 1.25
MTPA of hot metal. We also have a Mini Blast Furnace with a volume of 351 CuM producing
0.25 MTPA of hot metal.
Coke Oven & Sinter Plant:
The blast furnace is supported by a 2.3 MTPA capacity Sinter Plant and 0.8 MTPA coke
ovens.
Electric Arc Furnace:
Our 2 x 100 Tone UHP-EBT Electric Arc Furnaces with supersonic lance and carbjet
facilities have eccentric bottom tapping feature which ensures slag free tapping of steel.
Ladle Refining Furnace:
Our 3x100 Tone capacity LRF facility is used to carry out the steel refining operations
including desulphurization. Owing to no use of outside scrap (only plant return scrap) and
usage of metallics based on ore from our own mines, a very low level of inclusion is
achieved. As a result, our furnaces are Capable of making wide ranging grades of alloy steel
as per customers requirements.
Vacuum Tank Degassing:
Capable of producing a vacuum level of less than 1 mbar for effective degassing of steel, the
VTD can achieve very low hydrogen and oxygen levels as per customers requirements.
R H Degasser:
An R H Degasser has also commissioned recently to produce steel for rails & for plates for
very high end applications requiring very low inclusion levels.
Continuous Casting:
JSPLs Continuous Casting facilities include:

A 3-strand beam blank-cum-bloom-cum-round caster facility (only one of its kinds in the
country). A 6-strand billet-cum-round caster. A single strand slab caster with a maximum
casting width of 2600 mm
Finishing Mills:
Rail & Universal Beam Mill:
1.25 MTPA rolling capacity.

Mill upgraded with a Universal Tandem Mill, latest technology in rolling of
Structural sections and Rails.
Worlds longest Rail production facility to produce 120 Meter long rail.
First in India to produce Large Parallel Flange Beams and Column sections. Beam
sections up to 900 mm are in regular production as per BIS/Euro norms.
Facility to produce 240/480 Meter Flash Butt Welded Rail panels.
Universal Tandem Rolling:
Universal Roughing (UR).

Edger.
Universal Finishing (UF).
NDT Centre for Rails:
Laser straightness measurement.

EDDY current testing.
Ultrasonic testing.
Plate Mill:
Plate Mill Features:
1 million TPA of production capacity

Facility to produce: Plate (6 150 mm thick, 1500 to 3500 mm wide) and Coils: (6
23mm thick, 1500 3000 mm wide)
Equipped with 200 MT / hr capacity walking beam type furnace & high pressure
primary & secondary descaling system.
4 Hi reversing mill with Steckle furnace & hydraulic auto gauge control system with
X-ray gauge.
2 Hi roughly mill with automatic width control facility through vertical edge
Accelerated water-cooling system (Laminar Cooling) to control metallurgical
parameters with good surface finish & coiling temperature.

Equipped with plate leveling facility & inspection facilities for control on
dimensions, flatness & internal soundness (UT Testing) Capable of producing plates
in on-line normalized condition or temperature controlled rolled (TMCP) condition.
Also equipped with off-line normalizing furnace
Quality Assurance:
Computerized Tensile Testing machine.

Digitalized Hardness Tester.
EN & ASTM Impact Testing machines.
100T-Bending cum folding machine.
High Magnification Metallurgical Microscope with Image Analyzer.
A Direct Reading Optical Emission Spectrometer with gas analytical channel.
Offline Ultrasonic Testing machine.
Drop Weight Tear Test (DWTT) machine.
Chemical lab equipped with Muffle Furnace for R&D study.
Fully equipped sample preparation workshop.
Quality control and R&D:
Raw Material
X-Ray Fluorescence Spectrometers.

Satmagan.
Chromatograph.
RI - RDI testing Instrument.
CSR - CRI testing.
Tumbler Testing.
Shatter Testing.
Sieve Analysis.
Crushers and grinders.
Well equipped chemical laboratories.
Steel (In-Process & Semis):
Optical Emission Spectrometers.

C-S Analyzer (Leco).
O-N Analyzer (Leco).
Hydrogen Analyzer (Leco).
Hydris.
Macro etching.
Sulphur Printing.
Ultrasonic Testing.
Simulated Properties testing like Tensile properties, Jominy End Quench Testing,
Grain Size etc.

Finished Products:
Universal Testing Machine.

Bending and Folding Machine.
Impact Testing Machine.
Residual Stress Measurement.
On line and off-line Ultrasonic Testing.
Met allograph with image analyzing system.
Eddy Current testing.
Miniport profile measuring instrument.
Well equipped sample preparation facilities.

Products:
Hot Rolled Sections and Rails:
Medium and large size parallel Flange Beams

Parallel Flange Columns
Channels
Crane Rails
Track Rails
Cathode Bar

Fabricated Beams:
Fabricated Beams/Columns in size range - 350 mm to 2000 mm.
Beams are fabricated in custom-made sizes using submerged-arc-welding process,

duly straightened and end-faced. Beams can also be delivered in shot-blasted
condition.
Distinct quality advantages over on-site fabricated beams.
Hot Rolled Plates and Coils:
Continuous Cast Products
Billets/Blooms
Beam Blanks
Rounds
Slabs

Metallics & Ferro Alloys:
Sponge Iron Lumps & Fines
Pig Iron
High Carbon Ferro Chrome
JSW steel products:

JSW steel offers the widest product portfolio in India and leverages its capability to
customize offerings to match customer needs. Our efforts in the use of innovative technology
and ensures that we are ahead of the competition.
Steel at a glance:
Today, with an installed capacity of 14.3 Million Tonnes Per Annum (MTPA) which is being
upgraded to 18 MTPA by the end of FY 16, JSW Steel, $9 billion global conglomerate
(approx.), has its plants located across 6 strategic locations in South and West India, namely,
Karnataka, Tamil Nadu and Maharashtra. Going forward, the plan is to increase the overall
capacity to 40 MTPA by 2025. We are expanding capacities at our existing sites and setting
up plants in new locations. On the anvil, are two 10 million tonne Greenfield facilities.
Our strategy of always staying on the leading edge of technical advancement has led to
partnerships with global sector leaders such as JFE Steel, Marubeni Itochu Steel, Praxair and
Sever field Rowen Plc. This technological edge has helped our plants rank amongst the
lowest-cost steel producers in the world.

Key products:
JSW steel is recognized worldwide as a purveyor of high-end, value added steel. Nearly 40%
of our products today are high value steels and we intend to take this figure up to 50%.
Nearly one fifth of our products are exported and we are Indias largest exporter of coated
products with a presence in over 100 centuries.
Hot Rolled(HR)
Cold Rolled(CR)
Galvanised
Galvalume
Neosteel Bars
Wire Rods
Color coated products
Special Steel
1. Hot Rolled:

JSW Steel manufactures Hot Rolled (HR) coils at its state-of-the-art Hot Strip Mills (HSM),
at Vijayanagar (Karnataka) and Dolvi (Maharashtra).
Vijayanagar HSM-I and HSM-2 with commissioned capacities of 3.2 MTPA and 5 MPTA
respectively are equipped with sizing presses and an automatic line inspection facility which
makes this facility the widest Hot Strip Mill in India. HSM at Dolvi Works has capacity of
3.6 MPTA which uses a combination of the advanced Conarc Process and Thin Slab Casting
technology, facilitating the production of HR coils. Due to their thinner gauges and finer
surface quality, these are often superior to commercial grade cold rolled (CR) coils and may
substitute for CR products in certain applications. The convenient coastal location of Dolvi
unit facilitates easy access to plant and makes the import and export of raw materials and
finished good extremely cost effective.
Key Features:
Widest Range of HR products: Thickness up to 25.4mm, Width up to 2050mm and

Coil Weight up to 36mt.
Ultra-Low Carbon for IF & IFHS grade and Dual Phase steel requiring divide quench
cooling for critical automobile applications
One of the very few manufacturers in the world to manufacture X70 grade up to
20mm thickness for Line Pipe applications
Higher reduction in finishing stands with transfer bar thickness up to 55mm

Level2 coiling temperature control to achieve desired cooling pattern and rates for
control of micro-structure
Specifications:
Hot Rolled Coils, Sheets & Plates:
Thickness 1.2 - 25.4mm
Width 900-2100 mm
Re-rolling/ Drawing Grades,
Tube and Pipe/ Forming Grades,
Structural/ Medium Tensile Tube/ Forming Grades,
LPG/ Low Pressure Vessel Grades,
Grades HSLA Grades,
Medium Carbon Grades,
Weather Resistance Grades,
Line Pipe Grades,
Chequered Plates
Hot Rolled Cut-to-Length Sheets
Thickness 1.2 - 25.4mm
Width 900-2050 mm
Length 1000 13000 mm
Hot Rolled Pickled & Oiled (HRPO)
Thickness 1.6 6.0mm
Width 1650mm
Hot Rolled Skin Pass Pickled & Oiled (HRSPO)

Thickness 1.6 2.6mm
Width 1650mm
2. Cold Rolled:
JSWs Cold Rolled Closed Annealed (CRCA) Coils and Sheets are produced through the
cutting-edge Cold Rolling Mill (CRM) at Vijayanagar. The 3.3 MTPA CRMs have modern
facilities, advanced operational technologies, strict inspection processes and integrated
quality control ensures an excellent product.
JSW has established India's first Continuous Annealing Line (CAL) in technological
collaboration with JFE Steel Corp, Japan to manufacture high strength and advanced high
strength steel for automobile sector. This is the widest Cold Rolling Mill (up to 1870 mm
width) in India.
JSWs CRCA is manufactured in Deep Drawing, Extra Deep Drawing, Interstitial Free Steels
and High Strength grades conforming to JIS, EN, ASTMA and IS standards. Dimensional
accuracy is guaranteed by an automatic thickness control system using advanced numerical
models.
Easy formability, high-quality surface finish, consistent surface texture with the optimum
balance between texture (for paint keying) and smoothness (for image distinction) makes
JSWs CRCA the product of choice for automobiles, appliances, furniture and many other
applications.
Key Features:

Widest Cold Rolling Mill for automotive steel in India
First Continuous Annealing Line in India
State of the art continuous galvanizing line with dual pot system for GI and GA
production
Higher Strength (Up to TS 980 MPA) and SEDDQ Grade
Seamless automatic material storage, tracking, retrieval and transfer system
Proven overseas technology from SMS Siemag for PLTCM and JP Steel Plantech for
CAL and CGL
Continuous pickling line (Capacity:1.3 MTPA) ; Supplier - Flat Products India

Limited
Twin Stand 6-High Reversing Mill (Capacity - 0.850 MTPA) ; Supplier - SMS
Demag, Germany
Electrolytic Cleaning Line (Capacity - 0.6 MTPA); Supplier - Flat Products India
Limited, India Automation by ABB
Batch Annealing Furnaces; Supplier - Ebner, Austria
4-High single stand skin pass (Capacity- 0.875 MTPA); Supplier- SMS Demag,
Germany
Specifications:
Thickness 0.35 3.2mm
Width 750-1870mm
CQ, DQ, DDQ, EDDQ, IF, HIF, HSS, Bake Hardening, High Strength Micro
Grades
Alloyed, C-Mn High Strength, Rephosphorized, Dual Phase
3. Galvanised:

JSW Steel is the largest manufacturer and exporter of Galvanised Steel in India and the first
supplier of higher coating (550 gsm) to the Solar sector in the country. Our world-class
galvanizing facilities are located at Vasind, Tarapur and Kalmeshwar in Maharashtra.
Galvanised products from JSW Steel are trusted the world over for their impeccable quality.
Galvanised steel from JSW Steel is corrosion resistant, eco-friendly, durable, light weight and
high in strength. During the process of galvanizing, zinc reacts with steel and forms zinc-iron
alloy layers. These layers are bonded metallurgically to the base steel, with the relatively pure
zinc layer on the outer surface to act as a protective coat. It creates an impervious barrier on
the steel, thus preventing it from coming in contact with moisture and preventing corrosion.
Additionally, galvanizing enables the sheet to achieve excellent adhesion and abrasion
resistance. Another shielding mechanism is zincs property to galvanically protect steel.
When base steel is exposed to cuts, edges or scratches, the zinc coats corrosion protects the
steel. Zincs electronegative properties when compared to steel in the galvanic series help
achieve this protection
Key Features:
Wide thickness range for varied applications
Manufactured in Commercial, Forming, Drawing and Structural grades
Continuous annealing at the Galvanizing Line renders customised hardness
Computer controlled processes ensure perfect zinc coating on the strips which further
helps in effective prevention of rust and in lengthening the product life

The sheets are made in different surface finishes, such as bright, dull or matte as per
customer requirements. Spangles can be regular or minimum as specified by the
buyer.
JSWs Galvanized sheets can be subjected to bending and forming without the flaking
of zinc.
Specifications:
Thickness 0.08 3.0mm
Width 760-1335mm
Standards IS 277, JIS G 3302, AS1397, EN 10326, EN 10327, ASTM A 653
Coating 70 550 gsm
4. Galvalume:
JSW Steel is the first Licensee GALVALUME producer in India that uses technology from
BIEC International Inc, USA. The technology license qualifies JSW Steel to continually
access the latest product innovations and process refinements through BIEC and the ZAC
Association. GALVALUME is a superior product renowned for its excellent corrosion
resistance and heat reflectivity.
The alloy coated product nominally contains 55% aluminum, 43.5% zinc and 1.5% silicon by
weight. Applied by the traditional hot-dipping process, the product is ideal for applications

that require superior corrosion resistance and heat reflectivity. GALVALUME is typically
required for building construction, appliances, agricultural equipment and several non-
exposed automotive components.
The products shiny spangled appearance is attractive enough to be used without painting.
The GALVALUME sheet is a unique product which is suitable for heating and ventilation
applications. It has better resistance towards oxidation and can withstand temperatures up to
315C without discoloration.
Key Features:
Smooth Surface and uniform spangled appearance
Excellent quoting with anti-fingerprint to ensure better appearance and longer life
Surface treatment as per ROHS (Restriction On Hazardous Substance) norms
Wider thickness range with tighter tolerances to ensure precision in end-applications
Specifications:
Thickness 0.18 1.20mm (BMT)
Width 760-1350mm
Standards JIS G 3321, AS1397, EN 10215, EN 10215, ASTM A792 / A792M
Coating AZM 150 to AZM 210
5. Neosteel Bars:

JSW Steel TMT bars are branded as JSW NEOSTEEL. These bars are manufactured through
primary production process to ensure purity and superior quality. The state of art and
technical advanced bar rod mills for production are supplied from Danieli, Italy and Morgan,
USA. JSW NEOSTEEL is toughened high strength HYQST (High Yield Quenched and Self
Tempered) TMT Bar.
JSW Neosteel conforms to Indian, American, British and Australian Standards. It also meets
specific customer requirements with a supply of customized products and ensures the
availability of expert services in product application and end use. It is manufactured in Fe-
500 & Fe-500D grade, Fe - 550D, Fe - 600 and CRS grade.
Their design is apt for earthquake-prone zones and is more resistant to shocks due to a
combination of higher strength and ductility. Its high UTS/YS ratio of 1.15 minimum ensures
a higher energy absorption capacity.
JSW Neosteel, in a short span, has achieved an esteemed list of projects & customers which
includes Delhi, Jaipur, Hyderabad, Bangalore and Chennai Metro Rail, Jaypees Yamuna
Expressway, Delhi and Mumbai International Airports and Power Projects to name a few.
Key Features:
Pure Steel gives enhanced strength with durability
Best in class Rib Pattern with highest AR value that bonds best with cement
Consistent quality across the bar HYQST ensures a uniform quality which can be
seen as concentric rings in the cross-section of the bar
Earthquake resistant

Easy Weld ability due to low carbon content
Anti-Corrosive
Easy Bendability due to inherent microstructure with soft ferrite and pearlite core
Higher Fatgue resistance for cyclic load conditions
Green Steel from Zero Effluent discharge plant
Specifications:
Size 8-40 mm
Grades Fe500, Fe500D , Fe550D, Fe600 and CRS grade
Form In Straight form; 8 & 10mm also available in coil form
6. Wire Rods:
Wire Rods are manufactured in state of the art WRM at Vijayanagar.

Key Features:
High Speed Wire Rod Mill (120m/sec)
Low Sulphur and Phosphorus content (0.005% - 0.035%)
Low Tramp Elements
Excellent Mechanical & Consistent Chemical properties
Dimensional accuracy is guaranteed by an automated thickness control system using

advanced numerical models
Specifications:
Size 5.2, 5.5, 6.5, 7, 8, 9, 10, 12, 14, 16, 18, 20, 22 mm
Grades Low Carbon, Medium Carbon, High Carbon Welding Electrode
7. Color coated products:

JSW Steel Color coated products offer a unique blend of advantages the strength of steel,
enhanced corrosion resistance and the aesthetic appeal of paint. For the retail segment, the
pre-painted corrugated sheets and profiles are branded as JSW Colouron (Colour Coated
Galvanised Sheets) and JSW Colouron+ (55% Aluminum-Zinc Alloy Colour Coated Steel
Sheets)
JSW Steel pre-painted products are available in a variety of paint systems like Regular
Modified Polyester (RMP), Silicon Modified Polyester (SMP), Super Durable Polyester
(SDP), Poly Vinyldene Fluoride (PVDF) and Vinyl Coated Metal (VCM). The base metal has
the first layer of primer coating on both, top and bottom surface for superior adhesion with
the paint system. The final paint coating provides additional protection to withstand harsh
weather conditions and other factors affecting longer life. The superior coating technology
resists cracking and peeling even during heavy forming operations.
JSW Colouron and JSW Colouron+ have a long life and if eventually replaced, are
recyclable. The paint used to coat the base metal is also toxin free.
Key Features:
Impeccable range of thickness, width, colors and profiles
A precision finish that is uniform in color, gloss, texture and film thickness.
8. Special steel:

JSW Salem works is the largest integrated special steel complex in India with an installed
capacity of 1MTPA. Our products are known for their consistent quality, on-time delivery and
customised production. We produce advanced Special Steel, Flats and Bars which ensures
highest quality in wide range of applications.
Specifications:
RCS 55 to 240 mm
Rounds 56 to 200 mm
Bars 20.5 to 60 mm
Flats (width) 60 to 110mm
Flats (thickness) 7 to 20 mm
Key Features:
Automotive
Bright Bars
Forging
Machining
Fasteners
Components.
PRE- PAINTED PRDUCTS:

JSW Steel pre-painted products offer a unique blend of advantages-the strength of steel,
enhanced corrosion resistance and the aesthetic appeal of paint. The pre-painted corrugated
sheets and profiles or branded as JSW Colouron (Colour Coated Galvanized Sheets)and
JSW Colouron Plus (55% Aluminium-Zinc Alloy Colour Coated Steel Sheets).
JSW Steel pre-painted products are available in a variety of paint systems like Regular
Modified Polyester(RMP), Silicon Modified Polyester(SMP), Super Durable
Polyester(SDP), Poly Vinyldene Fluoride(PVDF) etc.,. The base metal has the first layer of
primer coating on both, top & bottom surface for superior adhesion with the paint system.
The final paint coating provides additional protection to withstand harsh weather conditions
and other factors affecting longer life. The superior coating technology resists cracking &
peeling even during heavy forming operations.
JSW Colouron & JSW Colouron Plus have a long life & if eventually replaced, are
recyclable. The paint used to coat the base metal is also toxin free.
Key Features:
Impeccable range of thickness, width, colours & profiles
A precision finish that is uniform in colour, gloss, texture & film thickness.
TMT Bars:

JSW Steel TMT Bars are branded as JSW TMT PLUS. Their design is apt for earthquake-
prone zones and are more resistant to shocks due to a combination of higher strength and
ductility. Its high UTS/YS ratio of 1.15 minimum ensures a higher energy absorption
capacity.
JSW TMT Plus conforms to Indian, American, British and Australian Standards. It also meets
customer requirements with a supply of customized products and ensures the availability of
expert services in product application and end use. It is manufactured in Fe-500 & Fe-500D
grade.
JSW TMT PLUS, in a short span, has achieved an esteemed list of projects & customers
which includes Delhi, Jaipur, Hyderabad, Bangalore and Chennai Meto Rail, Jaypees
Yamuna Expressway, Delhi and Mumbai International Airports and Power projects to name a
few.
Key Features:
Chemistry & Properties Superior to IS 1786 Fe-500D
CLEAN STEEL: Controlled chemistry: S and P restricted to 0.005-0.035%
Best Combination of strength and ductility YS > 530 MPa ; % EI > 18%
Easy Weldability due to low carbon equivalent. It can be easily butt-welded, lap-
welded and manual arc welding can also be done quite simply without any pre-
heating.
Easy Bendability due to its inherent microstructure with soft ferrite and pearlite core

Higher Corrosion resistance due to its unique microstructure and absence of residual
stresses
Higher Fatigue resistance due to a uniform and critically designed rib pattern
Supply in coil form (8 & 12mm) & straight length with standard length of 12 metres
Wire rods, Special steel Flats and Bars & Cast products:
With advanced technology JSW Steel offers wire rods that have wide range of applications in
various industries. Wire rods manufactured in Vijayanagar are of low, Medium and High
carbon grades and in Salem produces Alloy and Special grade Wire Rods. The manufacturing
capacity for wire rods at Vijayanagar is 0.6 MTPA.
Key Features:
Wide range of products which can serve variety of sectors
Able to commit for long term contracts
More interactions between supplier and customer for development of special products
and also for services
Minimum lead time from order to delivery

Technology:
Corex-Green technology to produce hot metal:
JSW steel is the first Indian company to use the corex technology to produce hot metal .we
went for this technology although it was untested in Indian conditions due to its benefits to
the environment.
JSW Steel is the first Indian Company to use the Corex technology to produce hot metal. We
went for this technology although it was untested in Indian conditions due to its benefits to
the environment.
Corex is a smelting-reduction process developed by VAI, for cost-efficient and

environmentally friendly production of hot metal from iron ore and low grade coal. The
process differs from the conventional blast furnace route in that low grade coal can be
directly used for ore reduction and melting work, eliminating the need for coke making units.
The use of lump ore or pellets also dispenses with the need for sinter plants.
All metallurgical work is carried out in two separate process reactors - the reduction shaft and
the melter gasifier. Lump ore, sinter, pellets or a mixture are charged into a reduction shaft
where they are reduced to direct-reduced iron (DRI) by a reduction gas. Discharge screws
convey the DRI from the reduction shaft into the melter gasifier where final reduction and
melting takes place in addition to all other metallurgical and slag reactions.
JSW CEMENT:

Since its inception in 2009, JSW Cement entered the market with a vision to ensure a
sustainable future for the country by producing eco-friendly cement.
JSW Cement produces three varieties of cement:
1. Portland Slag Cement (PSC)
2. Ordinary Portland cement (OPC)
3. Ground Granulated Blast Furnace Slag (GGBF).
At Vijayanagar (Karnataka), Nandyal (Andhra Pradesh) and Dolvi (Maharashtra), JSW

Cement utilizes slag from the JSW Steel plants to produce green cement.
JSW Cements flagship plant in Nandyal uses world-class technology (including the
advanced Combi Finish Mode Roller Press Circuit and automated loading system) to
manufacture cement. It also won prestigious awards for its energy-saving processes.
With key markets in Telangana, Andhra Pradesh, Karnataka, Tamil Nadu, Kerala,
Maharashtra, Orissa, and Goa, JSW Cement has been delivering high-quality products to
several prestigious and large infrastructural projects in the southern and western regions of
the country.
Vision,
Mission &
Core Values:
JSW Cement believes in building a self-reliant India. Its aim is to become a global leader in
the cement sector and to make India an infrastructural force to reckon with. It is committed to
its vision and values.

Vision: Global recognition for Quality and Efficiency while nurturing Nature and Society.
Mission: Supporting Indias growth in core economic sectors with speed and innovation.
Core Values: Transparency, Strive for Excellence, Dynamism, Passion for learning.
BHEEMI REDDY INSTITUTE OF MANAGEMENT SCIENCE, ADONI BATCH (2014-16) Page

100
DATA INTERPRETATION AND ANALYSIS
1. Employees satisfaction towards the culture of JSW
Sno Criteria Respondents Percentage

1 Highly Delighted 41 55
2 Satisfied 33 44
3 Neutral 1 1
4 Rejected 0
5 Highly dissatisfied 0
Table-1
Inferences:
The above data is collected from 75 respondents through a structured questionnaire

101
Employees satisfaction towards the culture of JSW

60
50
R
e 40
s
p Respondents
30
o
Percentage
n
s 20
e
s 10
0
Highly Delighted Neutral Highly dissatisfied
Respodents
Graph-1
Interpretation:
From this question, 41 people out of 75 are Highly delighted,33out of 75 people are satisfied
and 01 out of 75 people are neutral which are55% highly delighted, 44%sastisfied with the
fact that employees ae satisfied with the culture of JSW

102
2) Employees of JSW are having clarity about duties and responsibilities of their job

1 Strongly agree 25 33
2 Agree 44 59
3 Neutral 6 8
4 Disagree 0
5 Strongly disagree 0
Table-2
Inferences:

103
Employees of JSW are having clarity about duties and responsibilities of their job
70
60
50
R
40
e
s 30
p Respondents
20
o
Percentage
n 10
s
0
e
s
Respondents
Graph-2
Interpretation:
From this question, 25 people out of 75 are strongly agree,44 out of 75 people are agreed and
6 out of 75 people are neutral which are 33% strongly agreed, 59%agreed with the fact that
employees are aware about their duties and responsibilities
(3) Employees of JSW adapt quickly to difficult situations.

2 Agree 25 33
3 Neutral 5 7

104
4 Disagree 0
Inferences:

105
Employees of JSW adapt quickly to difficult situations

70
60
50
R
e 40
s 30
p Respondents
20
o Percentage
n 10
s 0
e
s
Respondents
Graph-3
Interpretation:
From this question, 45 people out of 75 are strongly agree,25 out of 75 people are agreed and
5 out of 75 people are neutral which are 60% strongly agreed, 33%agreed with the fact that
the employees can adapt quickly to change took place in JSW
4) Satisfaction level of employees with the infrastructure provided by the organization

106
1 Highly delighted 30 40
2 Satisfied 40 53
3 Neutral 5 7
4 Rejected 0
Inferences:

107
Satisfaction level of employees with the infrastructure provided by the organization

60
50
40
R
e 30
s
p 20 Respondents
o
10 Percentage
n
s 0
e
s
Respondents
Graph-4
Interpretation:
From this question, 30 people out of 75 are Highly delighted,40out of 75 people are satisfied
and 05 out of 75 people are neutral which are40% highly delighted, 53% satisfied with the
fact that most of the employees are satisfied with the infrastructure provided by JSW

108
5. Employees are having clarity about goals, objectives and beliefs of their organization

2 Agree 38 51
3 Neutral 3 4
4 Disagree 0
Inferences:

109
Employees are having clarity about goals, objectives and beliefs of their organization
60
50
R 40
e
30
s
p 20 Respondents
o
10 Percentage
n
s
0
e
s
Respondents
Graph-5
Interpretation:
From this question, 34 people out of 75 are strongly agree,38 out of 75 people are
agreed and 3 out of 75 people are neutral which are 45% strongly agreed, 51%agreed
with the fact that Employees are having a clear understanding of the goals, objectives and
beliefs of their organization

110
6. Top level management develops the organization culture

2 Agree 46 61
3 Neutral 0
4 Disagree 0
Inferences:

111
Top level management develops the organization culture

70
60
50
R
e 40
s 30
p Respondents
o 20
Percentage
n 10
s
0
e
s
Respondents
Graph-6
Interpretation:
From this question, 29 people out of 75 are strongly agree,46 out of 75 people are
agreed which are 39% strongly agreed, 61%agreed with the fact that culture of the
organization has to be developed by top level management

112
7) Time horizons of culture in the JSW show affect on performance of the work

1 Every time 47 63
2 Occasionally 28 37
3 Often 0
4 Rarely 0
5 Never 0
Inferences:

113
Time horizons of culture in the JSW show affect on performance of the work
70
60
R 50
e 40
s
p 30 Respondents
o
20 Percentage
n
s 10
e
0
s
Respondents
Graph-7
Interpretation:
From this question, 47 people out of 75 has mark everytime,28 out of 75 people has
marked occasionally which are 63% strongly agreed, 37%occasionnaly with the fact
that time horizons show impact on the performance of the organization

114
8) Employees have autonomy to make important decisions regarding their work

1 Yes having 36 48
2 Not having 37 49
3 Sometime 2 3
4 Often 0
5 Never 0
Inferences:

115
Employees are having to make important decisions regarding their works
50
45
40
R
e 35
s 30
p Respondents
o 25
Percentage
n 20
s
15
e
s 10
5
0
Yes having Not having Sometime Often Never
Respondents
Graph-8
Interpretation:
From this question, 36 people out of 75 said yes having,37 out of 75 people said not
having and 2 out of 75 people said sometimes which are 48% strongly yes having, 49% not
having with the fact that Employees have autonomy to make important decisions regarding their
work

116
9) Employees satisfaction at their work place

1 Highly delighted 43 57
2 Satisfied 32 43
3 Neutral 0 0
4 Rejected 0
Inferences:

117
Employees satisfaction at their work place

60
50
R 40
e
30
s
p 20 Respondents
o
10 Percentage
n
s 0
e
s
Respondents
Graph-9
Interpretation:
From this question, 43 people out of 75 are Highly delighted,32out of 75 people are
satisfied which are 57% highly delighted, 43% satisfied with the fact that Employees are
satisfied with the culture of their workplace

118
10. Policies and procedures of the organization shows impact on performance

1 Yes 65 87
2 No 10 13
Inferences:

119
Policies and procedures of the organization shows impact on performance
90
80
R
e 70
s 60
p Yes
o 50
No
n 40
s
30
e
s 20
10
0
Respondents Percentage
Respondents
Graph-10
Interpretation:
From this question, 65 people out of 75 are said yes and 10 people out of 75 said no
which are 87% yes, 13% no with the fact that Policies and procedures of the organization will
show impact on performance

120
Findings
1. It is found from research nearly 80% of employees are satisfied with the culture that exist
at JSW
2. It is to be noted that 92% of JSW employees are having clear idea about
responsibilities of their jobs which makes them to perform well
3. It is observed that only 60% of employees are ready to adapt fast to difficult
situations
4. It is found that 93% of JSW employees are satisfied with the infrastructure
available at JSW
5. From the research 96% of employees are having clear understanding of the
JSW goals, objectives and beliefs
6. From the tables and graphs only 61% of employees are agreeing that culture
has to be developed by top level management
7. It is observed that 63% of employees of the organization believes that time

horizons affect on work performance
8. It is found from the research that only 48% of employees are having autonomy
to make decisions in their work
9. 87% of employees are believing that the policies & procedures of

organization will show impact on performance

121
Suggestions
1. Few percentage of employees are not ready to accept to face the difficult situations , I
suggest the organization to improve the level of percentage by providing sufficient
training programs
2. The basic thing for any organization is infrastructure, I suggest to the organization to
provide proper facilities to employees at work place
3. If the organization provides flexibility to the employees for taking important decisions
regarding their task, then employees will motivate to work
4. The performance of the employees is majorly affected by the policies and procedures, so
I suggest the organization to aware the employees about policies and procedures of their
organization.
5. After the survey completion, I suggest the organization to aware the employees about the
time horizons
6. I suggest the organization that there should be transparent and good communication
channel to be exist between top level management and employees
Conclusion

122
The Employee perceptions of the jsw about the organizational culture at

tornagallu were assessed. It appears that the organisation has a single strong culture, which is
perceived favorably by the organization. The attitude of the organization towards their jobs as
well as towards organization is also positive
Leadership sets the tone and direction of a corporate culture, but HR could be the mirror for
our leaders and help them see both the positive and negative elements of the work culture,
and its effect of the organizational progress. Basic HR practices such as recruitment,
selection, training, etc, affect the performance and stability of an organization. Thus these
practices have the ability to influence employee behavior and create values that develop work
culture. Since the behavior change refers to how one act or conducts oneself, if HR practices
could positively affect the behavior, developing positive thinking about organizational
initiatives towards the employees can help in creating value for the strategies and would
result in positive results for the business.
Work culture is reflected in the way people perform tasks, set objectives, and administer the
necessary resources to achieve objectives. Culture affects the way individuals make
decisions; feel, in response to the opportunities and threats affecting the organization.
Research suggests that numerous outcomes have been associated either directly or indirectly
with organizational culture. A healthy and robust work culture may provide various benefits,
such as competitive edge derived from innovation and customer service, consistent, efficient
employee performance, team cohesiveness, high employee morale, strong company
alignment towards goal achievement, etc.
Bibliography
123
a. Boon and arumugam (2006) samway academic journal 3, 99-115 2006

b. Cummings, T.G. and C.G.Wortey organizational development & change,
Thomson south-western, Delhi, 2007
c. Charan Ram(2001), conquering a culture of in decision. Harvard Business
Review, April vol 79.
pp.75-82.
d. Organization Behavior Robbins S. P and S. Sanghi
e. Company Profile [Internet].

Available from: http://www.jsw.com/.
f. Industry Review [Internet]

Available from:
http://en.wikipedia.org/wiki/Human_resource_consulting
Websites:
1. http://en.wikipedia.Org/wiki/Organizational _Culture
2. www.citehr.com
3. www.managementguide.com
QUESTIONNAIRE
ON

124
Employee perception towards organizational culture
Respected Sir/Madam,
Kindly make your views known by spending your valuable time to fill this
questionnaire for my research. I M.Ganga, student of MBA, IInd year Sem. IV of
BheemiReddy institute of Management Science, assure you that the details
which are to be submitted below will be used only for the academic purpose and
project work under the name- Organizational culture and will be kept
confidential.
Thank You,
DEMOGRAPHIC DETAILS: (Personal Data)
1. Age:
A) 20-25 year B) 26-30 year C) 31-35 year D) 36-40 year E) Above

40 year
2. Education Qualification:
A) 1-5th B) 6-10th C) HSC/ITI D) Diploma E) UG /PG
3. Experience
A) 0-5 years B) 6-10 years C) 10-15 years D) 16-20years E) More than

20 year
ORGANIZATIONAL DETAILS:
1) Employees are satisfied with the culture that exist at JSW
A) Highly Delighted B) Satisfied C) Neutral D) Dissatisfied E) Highly

dissatisfied
2) Employees of JSW are clear about duties and responsibilities of their job
A) Agree B) Strongly Agree C) Neutral D) Disagree E) Strongly

disagree

125
3) Employees of JSW adapt quickly to difficult situations, do you agree
A) Agree B) Strongly Agree C) Neutral D) Disagree E) Strongly disagree
4) Whether the employees are satisfied with the overall infrastructure provided
by the organization

dissatisfied
5) Employees are having a clear understanding of the goals, objectives and

beliefs of their organization
A) Agree B) Strongly Agree C) Neutral D) Disagree E) Strongly disagree
6) Culture of the organization has to be developed by top level management, do

you accept it
A) Strongly accepted B) Accepted C) Neutral D) Rejected E) Highly

Rejected
7) Time horizons exist in the culture of the organization has affect on

performance of the work
A) Every time B) Occasionally C) Often D) Rarely E) Never
8) Do you have autonomy to make important decisions regarding your work?
A) Yes having B) Not Having C) sometimes D) Often E) Never
9) Are you satisfied with the culture of your workplace?

dissatisfied
10) Do you agree that policies and procedures of the organization will show
impact on performance?
A) Yes B) No
11) Suggestions (if any) to improve the organizations culture,
a.______________________________________________
b.______________________________________________

126

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Employee Perception Towards Organizational Culture

Organizational culture is defined as a pattern of basic assumptions invented, discovered or

A common misconception is that an organization has a uniform culture. However, at least as

BHEEMI REDDY INSTITUTE OF MANAGEMENT SCIENCE, ADONI BATCH (2014-16) Page 1

BHEEMI REDDY INSTITUTE OF MANAGEMENT SCIENCE, ADONI BATCH (2014-16) Page 2

Objectives for the study

To study the variations in employees perception with regard to their organizational

BHEEMI REDDY INSTITUTE OF MANAGEMENT SCIENCE, ADONI BATCH (2014-16) Page 3

Need of the study

BHEEMI REDDY INSTITUTE OF MANAGEMENT SCIENCE, ADONI BATCH (2014-16) Page 4

Scope of the study

The study helps the organization

BHEEMI REDDY INSTITUTE OF MANAGEMENT SCIENCE, ADONI BATCH (2014-16) Page 5

Limitations of the study

The study is allowed to conduct only in three departments because organizational

BHEEMI REDDY INSTITUTE OF MANAGEMENT SCIENCE, ADONI BATCH (2014-16) Page 6

Generally, a common research design possesses the five basic elements

BHEEMI REDDY INSTITUTE OF MANAGEMENT SCIENCE, ADONI BATCH (2014-16) Page 7

Purpose of Research design

To provide answers to research questions and

Characteristics of good Research Design:

1) Objectivity: An objectivity research design implies to examine the evidence independent

2) Reliability: This is an attribute of consistency. A scale should give consistent results.

4) Generalizability: The degree of generalization usually depends on population definition,

Types of Research Designs

We will classify research studies into five categories:

Exploratory research design

Exploratory Research Design:

BHEEMI REDDY INSTITUTE OF MANAGEMENT SCIENCE, ADONI BATCH (2014-16) Page 8

Descriptive Research Design:

BHEEMI REDDY INSTITUTE OF MANAGEMENT SCIENCE, ADONI BATCH (2014-16) Page 9

A survey is a means of gathering information about the characteristics, actions, or

Comparative Research Designs:

BHEEMI REDDY INSTITUTE OF MANAGEMENT SCIENCE, ADONI BATCH (2014-16) Page 10

Interventional Research Designs:

In international research studies, the researcher intervenes and manipulated a situation to

True Experimental Research:

BHEEMI REDDY INSTITUTE OF MANAGEMENT SCIENCE, ADONI BATCH (2014-16) Page 11

It has been defined also as follows:

1. "The analysis of the principles of methods, rules, and postulates employed by a

3. "The study or description of methods".

Independent variable (IV) & Dependent Variable (DV):

As concerning to this study organizational culture of JSW is an independent variable

The study covers the people who are employees of JSW

BHEEMI REDDY INSTITUTE OF MANAGEMENT SCIENCE, ADONI BATCH (2014-16) Page 12

Sampling is concerned with the selection of a subset of individuals from within a

Sampling Methods can be classified into one of two categories:

Probability Sampling: Sample has a known probability of being selected

Non-probability Sampling: Sample does not have known probability of being

Method Best when

Simple random sampling Whole population is available.

Stratified sampling (random There are specific sub-groups to investigate (eg.

Systematic sampling (every When a stream of representative people are available

BHEEMI REDDY INSTITUTE OF MANAGEMENT SCIENCE, ADONI BATCH (2014-16) Page 13

Sampling technique used in this study:

Data is limitless and present everywhere in the universe.

Eg: data collected by a student for his/her thesis or research project.

Data collection methods for primary data