A

PROJECT SYNOPSIS
ON
ORGANIZATION CULTURE

AT

WIPRO LIMITED

Submitted by

B. SHIRISHA
1407-20-672-016
Project synopsis submitted in partial fulfillment for the award of the Degree of

MASTER’S DEGREE IN BUSINESS MANAGEMENT

DEPARTMENT OF BUSINESS MANAGEMENT

DAVID MEMORIAL INSTITUTE OF MANAGEMENT
(AFFILIATED TO OSMANIA UNIVERSITY)

Lalapet Road, Tarnaka, Hyderabad, Telangana.

BATCH (2020-22)
ABSTRACT
The success and growth of an organisation depends on how effectively and efficiently does it
employee performs and culture is a means through which employees learn and communicate
what is acceptable or unacceptable in an organisation in the light of its values and norms.
This paper seeks to explore relationship between organization culture and job performance. It
was hypothesized that impact of organizational cultural factor does not differ significantly
across the organization outcome as perceived by the employees working in the organization
Researcher tries to develop the organizational culture variable construct that affects the
employees for enhancing work motivation and his performance. 100 respondents working
with different manufacturing, trading and service organization in Hyderabad District of
Telangana state were surveyed. There was evidence to suggest that there is significant
difference in the mean of different organizational cultural factor across the orgaisational
outcome as perceived by the employees. Hence appropriate organizational cultural variable
should be promoted in the organization to enhance the employee’s productivity and in turn
improving oprganisational performance.

KEYWORDS : Organisation Culture, Employee Motivation, Employees productivity,

Organiation performance.
1.1 INTRODUCTION OF THE STUDY

DEFINITION

Organizational culture is the collective behaviour 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 behaviours
and assumptions that are taught to new organizational members as a way of perceiving ans
thinking and feeling. Organizational culture affect 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, attitudes and beliefs of an
organization which can foster of impede change.

When join an organization, they bring with them values beliefs that they have been taught.
Quite often, however these values and beliefs are in sufficient 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, or organization
culture is a common perception held by the organization's 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 a dominant culture as well as subcultures thought a typical
organization.

A dominant culture is a set of core values shared by a majority of the organization's members.
The values that cerate dominant cultures in organizations help guide the day-to-day behaviour
of the employees. Important, but often overlooked, are the subcultures in an organization. A
subculture is a set of values shared by a minority, usually a small minority of the
organization's members. Subcultures typically are a result of problems or experiences that are

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shared by members of a department of unit. Subcultures can weaken and undermine an
organization if they are in conflict with the dominant culture of 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 specific day-t-day problems with which they are
confronted. The members may also support many, if no all, of the core values of the
dominant culture.

Changing the attitudes about the organizations is one of the basic changes of today world.
Today world belongs to the organizations. Human being is the founder of all organizations.
This means that human is the most valuable source of the organizations. Organizational
culture means all common beliefs in an organization. Then more and deep common beliefs
may result in more powerful culture and more different beliefs may result in little common
aspects and weaker organizational culture.

 Innovation
 Risk acceptance
 Pay attention to details
 Pay attention to the result
 Pay attention to people
 Team making
 Change,Fixedness.

Following are different factors with basic roles in creation of an organizational cultures:

A: Founders: It means the founders of an organization who will make final decisions about
the nature of the established organization and / or further goals. Therefore they have a basic
and critical role.

B: Environment: Environment has a critical role in creation of an organizational culture. It

may specify any organizational policies and manner of finding them. any organizations with
lack of compatible culture without organizational necessities and surrounding environment
of organization will never find any success and finally will be ruined.

C:Organizational personnel: Any election of non-compatible persons with organizational

culture, primary methods created by the founder and / or any persons who may accept the
primary culture of the organization especially maser people and / or managers may finally

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resulted in changing of the organizational culture. For this purpose it is necessary to appoint
any people for the organization and its activities who are in compatible with it.

SENSE OF IDENTITY :
Culture provides a sense of identity to the members and enhances their commitment towards
the organization.
SENSE MAKING DEVICE:
Culture in the organization provides the employees to interpret the meaning of the
organizational events.
VALUE REINFORCEMENT:
Values in the organization can be reinforced by the cultural activities.
CONTROL MECHANISM:
In shaping the behaviour of members in the organization culture plays the big role.
CULTURAL PERPECTIVES:
 THE STRONG PERSPECTIVE
 THE FIT PERSPECTIVE
 THE ADAPRTATION PERSPECTIVE

THE STRONG PERSPECTIVE:

The strong culture facilities performance with the intensity visible to the outsider. It states
that organization with strong culture performs better than other organizations.
THE FIT PERSPECTIVE:
Fit perspective argues that the culture of the organization is valid, if it fits the industry of
firm's strategies. It is useful in explaining short term performances.

THE ADAPTATION PERSPECTIVE:

The cultures that help organizations adapt to environmental change are deeply associated
with excellent performance. It encourages confidence and risk taking capacity among the
employees.

IMPORTANCE OF ORGANIZATION CULTURE

A common platform where individuals work in unison to earn profits as well as a livelihood
for themselves is called an organization. A place where individuals realize the dream of
making it big is called an organization. Every organization has its unique style of working

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which often contributes to its culture. The beliefs, ideologies, principles and values of an
organization form its culture. The culture of the workplace controls the way employees
behave amongst themselves as well as with people outside the organization.

 The culture decides the way employee interact at their workplace. A healthy culture
encourages the employees to stay motivated and loyal towards the management.
 The culture of the workplace also goes a long way in promoting healthy competition
at the workplace. Employees try their best to perform better than their fellow workers
and earn recognition and appreciation of the superiors. It is the culture of the
workplace which actually motivates the employees to perform.
 Every organization must have set guidelines for the employees to work accordingly.
The culture of an organization represents certain predefined policies which guide the
employees and give them a sense of direction at the workplace. Every individual is
clear about his role and responsibilities in the organization and know how to
accomplish the task ahead of the deadlines.
 No two organizations can have the same work culture. It is the culture of an
organization which makes it distinct from other. The work culture goes a long way in
creating brand image of the organization. The work culture gives an identity to the
organisation. In other words, an organization is known by its culture.
 The organization culture brings all employees on a common platform. The employees
must be treated equality and no one should feel neglected or left out at the workplace.
It is essential for the employees to adjust well in the organization culture for them to
deliver their level best.
 The work culture unites the employees who are otherwise from different back
grounds, families and have varied attitudes and mentalities. The culture gives the
employees a sense of unity at the workplace.

Certain organizations follow a culture where all the employees irrespective of their
designations have to step into the office on time. Such a culture encourages the employees to
be punctual which eventually benefits them in the long run. It is the culture of the
organization which makes the individuals a successful professional.

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 Every employee is clear with his roles and responsibilities and strive hard to
accomplish the task within the desired time frame as per the set guidelines.
Implementation of policies is never a problem in organizations where people follow a
set culture. The new employees also try their level best to understand the work culture
and make the organization a better place to work.
 The work culture promotes healthy relationship amongst the employees. No one treats
work as a burden and moulds himself according to the culture.
 It is culture of the organization which extracts the best out of each team member. In a
culture where management is very particular about the reporting system, the
employees however busy they are would send their reports by end of the day.
 Role of Communication and Relationship for a Healthy Organization Culture. The
ideologies, principles, rules and policies of an organization form its culture. The ways
the employees interact amongst themselves and with other outside the organization
contribute to the culture of the workplace. The culture gives an identity to the
organization and makes it distinct from other.
 Communication and relationship play an important role in a healthy organization
culture. Effective communication is essential for an positive culture at the workplace.
Transparency in communication is mandatory at all levels for the better understanding
of work and better bonding among individuals. Culture is simply the result of the
interaction amongst the employees working for the considerable period of time in the
organization. A better employee promotes a positive culture whereas conflicts and
disagreements spoil the ambience and spread negativity all around at the work place.
Communication plays an important role in increasing the conflict factor amongst the
employees.

HOW DID ORGANIZATIONAL CULTURE START

While organizational cultures developed in different ways, the process usually involves some
version of the following steps:
 A single person (founder) has an idea for a new enterprise.
 The founder brings in one more other key people and creates a core group that
shares a common vision with the founder.
 The founder core group brings to act in concert to create an organization by
raising funds, obtaining patents, incorporating, locating space, and building.

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 At this point , others are brought into the organization and a common history
begins to be built.
Most of today's successful corporate giants in all industries basically followed these steps.
Three well-known representative examples are Motorola. McDonald's and
Wal-Mart.

McDonald's: Ray
Kroc worked for many years as a sales person for a food supplier. He learned how retail food
operations were conducted. He also had an entrepreneurial streak and began a sideline
business with a partner. They sold multi mixers, machines that were capable of mixing up to
six frozen shakes at a time. One day Kroc received a large order from multi mixers from
McDonald brothers. The order intrigued Kroc and he decided to look in on the operation the
next time he was in their area. When he did, Kroc became convinced that the McDonald's
first food concept would sweep the nation. He bought the rights to franchise McDonald's
units and eventually bought out the brothers. At the same time, he built the franchise on four
basic concepts: quality, cleanliness, service and price. In order to ensure that each unit offers
the customer the best product at the best franchise are required to attend McDonald
University, where they are taught how to manage their business. Here they learn the
McDonald cultural values and the proper way to run the franchisee. This training ensures that
the franchisees all over the world are operating their units in the same way. Kroc died several
years ago, but the culture he left behind is still very much alive in McDonald's franchisees
across the globe. In fact, new employees receive videotaped messages from the late
Mr. Kroc.

WAL -MART:
Sam Walton, founder of Wal-Mart Stores, Inc, opened his first Wal-Mart store in 1962.
Focusing on the sale of discounted name brand merchandise in small town markets, he began
to set up more and more stores in the Sun Belt. At the same time, he began developing
effective inventory control systems and marketing techniques. Today, Wal-Mart has not only
become the largest retailer but also one of the biggest firms in the country. although Sam died
a few years ago, his legacy and cultural values continues. To ensure that these values get out
to all the associates, the company has a communication network worthy of the Pentagon. It
includes everything from a six-channel satellite system to a private air force of numerous

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planes. Everyone is taught this culture and is expected to operate according to the core
cultural values of hard work, efficiency and customer service.

LEVELS OF CULTURE:
 ARTIFACTS
 VALUES
 BASIC ASSUMPTIONS

ARTIFACTS:
Artifacts are the most visible and accessible level of culture. It is symbol of culture in the
physical and social work environment of the organization.

Artifacts of culture are:

 PERSONAL ENACTMENT
 RITES CEREMONIES
 STORIES AND LEGENDS
 RITUALS
 SYMBOLS
PERSONAL ENCCTMENT:
Personal enactment is a behaviour that reflects the value of organization through the
examination of the behaviour of organization members.

CEREMONIES AND RITES:

Set of activities that are enacted time and again an important occasion. It provides the
opportunity to reward and recognize the employees whose behaviours are according to the
values of the organization. Rites to the employees can be awarded as
 Rites of passes
 Rites of renewal
 Rites of integration
 Rites of conflict reduction
 Rites of degradations

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RITES OF PASSES:
Rites of passes show the changed status of individuals in the respected organization .
Retirement dinner.

RITES OF RENEWAL:
Rites of renewal show the holistic in organization by enhancing the dedication towards
learning and growth.

RITES OF INTEGRATION:
It emphasize on the commitment of the employees by uniting diverse group within the
organization. Company function, annual price, cultural fest are the rites of integration in the
organization.

RITES OF CONFLICT REDUCTION:

Its primal objective is to dwindle the disagreements and keep up with the positive
environment inside the organization by satisfying the tangible and intangible needs of the
employee. Grievance hearing, negotiation of union contracts is rite of conflict reduction.

RITES OF DEGRADATION:
It is basically punishment oriented and organization people may be punished visibly if they
don't follow the organizational norms. Ribbon of shame, demotion in the organization post,
reduction in salary can be under the rites of degradation.

STORIES AND LEGENDS:

Stories are the most effective way to reinforce the organizational values , it give meaning and
identity to the organizations and very helpful in orienting new employees.
 Stories can be divided in different ways.
 Stories about the boss
 Stories about getting fired
 Stories about company details
 Stories about employees
 Stories about rules

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RITUALS:

Rituals are unwritten and shows the way the employee follow the things to be done in the
organization. These are the everyday organizational practices repeated over and over.

SYMBOLS:

Symbols are again one important artifact of the organization which communicates about the
organizational culture by unspoken messages.

VALUES:

Values reflect a person's underlying believes in the organization, it is often consciously

articulated both in the conversation and the company's mission statement or annual report. A
firm values and how it promotes and publicizes them can also affect workers feeling about
their job and themselves.

ASSUMPTIONS:

Assumptions are deeply believes that guide behaviour and awakens the members of the
organization how to perceive and go about the things.

LEADERS ROLE IN SHAPING CULTURE:

 WHAT LEADERS PAY ATTENTION TO

 HOW LEADERS REACT TO THE CRISES
 HOW LEADERS BEHAVE
 HOW LEADERS ALLOCATE REWARDS
 HOW LEADERS HIRE AND FIRE PROPLE

ORGANIZATIONAL SOCIALIZATION:

Another process that perpetuates culture is the way it is handed down from generation of
employees. Newcomers learn the culture through organizational socialization. "The process is
also by which newcomers are transformed from outsiders to participating, effective members
of the organizations". The process is also a vehicle for bringing newcomers into the
organizational culture.

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STAGES OF THE SOCIALIZATION PROCESS

The organizational socialization process is generally described as having three stages:

 Anticipatory Socialization
 Encounter
 Change and Acquisition

ANTICIPATORY SOCIALIZATION

The first stage encompasses all of the learning that takes place prior to the newcomer's first
day on the job. It includes the newcomer's expectations. The two concerns at this stage are:

 Realism
 Congruence

Realism is the degree to which a newcomer holds realistic expectations about the job and
about the organization. One thing new comers should receive information about during entry
into the organization is the culture. Information about values at this stage can help
newcomers begin to construct a scheme for interpreting their organizational experiences.
There are two types of Congruence between an individual and an organization: Congruence
between the individual's abilities and the demand of the job, and the fit between the
organization's values and the individual's values. Value Congruence is particularly important
for organizational culture. It is also important in terms of newcomer adjustment.

ENCOUNER

The second stage of organization, encounter, is when newcomers learn the tasks associated
with the job, clarify their roles, and establish new relationships at work. This stage
commences on the first day at work and is thought to encompass the first six to nine months
on the new job.

TASK DEMAND

Task demand involves the actual sork performed. Learning to perform tasks is related to the
organization's culture. In some organization's newcomers are given considerable latitude to
experiment with new ways to do the job, and creativity is valued.

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ROLE DEMAND

Role demand involves the expectations placed on newcomers. Newcomers may not know
exactly what is expected of them or may receive conflicting expectations from other
individuals. The way new comers approach these demand depends in part on the culture of
the organization.

INTERPERSONAL DEMAND

Interpersonal demand arises from relationships at work. Politics, Leadership style, and group
pressure are interpersonal demand. All of them reflect the values and assumptions that
operate within the organization.

CHANGE AND ACQUISITION

In the third final stage of socialization, change and acquisition, newcomers begin to master
the demands of the job. They become proficient at managing their tasks, clarifying and
negotiating their roles, and engaging in relationship at work. The end of the process is
signalled by newcomers being considered by themselves and others as organizational
insiders.

OUTCOMES SOCIALIZATION

Newcomers who are successful socialized exhibit good performance, high job satisfaction,
and the intension to stay with the organization . In addition, they should exhibit low levels of
distress symptoms. High levels of organizational commitment are also marks of successful
socialization. Successful Socialization is also signalled by mutual influences. When
socialization is effective, newcomers understand and adopt the organization values and
norms. This provides employees a context for interpreting and responding to things that
happen at work. Newcomers adopt the company's norms and values more quickly they
receive positive support from organizational insiders.

SOCIALIZATION AS CULTURAL COMMUNICATION

Socialization is a powerful cultural communication tool. While the transmission information

about cultural arti facts is relatively easy, the transmission of value is more difficult. The
communication of organizational assumption is almost impossible.

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The primary purpose of socialization is the transmission of core values to new organization
members. Newcomers are exposed to these values through the role models they interact with,
the training they receive, and the behaviour they observe being rewarded and punished.

ACESSING ORGANIZATIONAL CULTURE

Although some organizational scientists argue for assessing culture with quantitative
methods, others say qualitative methods yield better results. Quantitative methods such as
questionnaires are valuable because of their precision, comparability and objectivity.

ORGANIZATIONAL CULTURE INVENTORY

The OCI focuses on behaviours that help employees fit into the organization and meet the
expectations of co workers. Using Maslow's motivational need hierarchy as its basis, it
measures twelve cultural styles. The two underlying dimensions of the OCI are task people
and security satisfaction. these are four satisfaction cultural styles and eight securities cultural
styles.3

KILMANN-SAXTON CUKTURE-GAP SURVEY

The kilmann- saxton culture-gap survey focuses on what actually happens and on the
expectations of other sin the organization. Its two underlying dimensions are technical human
and time. With these two dimensions, the actual operating norms and the idea norms in four
areas are assessed. The areas are task support task innovation social relationships and
personal freedom.

TRIANGULATION

A study of rehabilitation centre in a 400 bed hospital incorporated triangulation to improve

inclusiveness and accuracy in measuring the organizational culture. Triangulation has been
used by anthropologists, sociologists and other behavioural scientists to study organizational
culture. Its name comes from the navigational technique of using multiple reference points to
locate an object.

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1.2 NEED FOR THE STUDY
To find out whether there is a significant difference among the types of professionals with
regard to the organizational climate. To identify the factors of organizational climate that are
responsible for better climate which lead to employee satisfaction and to suggest
improvements in the organizational climate.

1.3. REVIEW OF LITERATURE

ARTICLE – 1
TITLE : Organizational Culture

AUTHORS : Ramezan Jahanian, PhD, Raheleh Salehi

ABSTRACT: If you do not guide the culture, the culture will guide you. Culture refers to the
shared values among members of a group. It can be a family, an organization or a country.
While the influence of national culture has long been recognized, in terms of corporate
(organizational) culture, the word is very young in management literature. It should be noted
that there is no concept of good or evil. Managers should be aware that organizational culture
is compatible with the organization's mission and strategy. So the criterion for judging a
culture is to what extent it goes on the same track with the tasks of the organization.
Organizational culture is a double-edged sword. On one hand, it is considered as a ground
which may facilitate reaching the organizational goals and on the other hand, it can be a
barrier on the edge of change. Logical principles and organizational culture change (if it is)
largely depends on team training is changing. In this paper an attempt has been made to
examine the concepts of culture, organization, organizational culture, organizational culture
and management high importance component factors in the management of organizational
culture is one of great and solemn duty is to be paid in the third millennium.

Keyword: Organization, Organizational Culture, Organizational Culture Component,

Organizational Culture Management, Organizational Culture Pattern.

ARTICLE -2

TITLE : Impact of Organizational Culture on Organizational Performance: An Overview

AUTHORS : Fakhar Shahzad, Rana Adeel Luqman (Corresponding author), Ayesha Rashid
Khan

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ABSTRACT: This article is on defining and measuring of organizational culture and its
impact on the organizational performance, through an analysis of existing empirical studies
and models link with the organizational culture and performance. The objective of this article
is to demonstrate conceptualization, measurement and examine various concepts on
organization culture and performance. After analysis of wide literature, it is found that
organizational culture has deep impact on the variety of organizations process, employees
and its performance. This also describes the different dimensions of the culture. Research
shows that if employee are committed and having the same norms and value as per
organizations have, can increase the performance toward achieving the overall organization
goals. Balance Scorecard is suggested tool to measure the performance in the performance
management system. More research can be done in this area to understand the nature and
ability of the culture in manipulating performance of the organization. Managers and leaders
are recommended to develop the strong culture in the organization to improve the overall
performance of the employees and organization.

Keywords: Impact, Organization Culture, Organization Performance, Employee’s

Commitment, organizational goals.

ARTICLE – 3

TITLE : The Impact of Organizational Culture on Organizational Performance: A Case

Study of Telecom Sector

AUTHORS : By Mashal Ahmed & Saima Shafiq

ABSTRACT- “The only thing of real importance that leaders do is to create and manage
culture.” “If you do not manage culture, it manages you, and you may not even be aware of
the extent to which this is happening.” (Edgar Schein).Organizational Culture is one of the
most important construct in management research. This exploratory study elaborates the
impact of organizational culture on organizational performance. This study is conducted in
different Bahawalpur based franchises of telecom companies. The purpose of this study is to
determine the impact of organizational culture on organizational performance in order to
know that how culture of an organization assist in enhancing the organizational performance.
Balance score card is used to measure the organizational performance. Quantitative approach
is adopted in which a questionnaire is used to collect the data. The questionnaire is adopted
from a previous study. 22 questionnaires have been distributed to the research participants out

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of which 15 questionnaire are returned to the researchers with complete information. The
findings indicate that all the dimension of the culture influence the different perspective of
organizational performance.

Keywords: organizational culture, organizational performance, telecom companies.

1.4 OBJECTIVES OF THE STUDY

Primary Objective

 To assess the organizational culture at "Wipro Limited" Hyderabad, Telangana and

the employee's attitudes towards the organization.

Secondary Objectives

 To study the employee opinion towards physical and social structure of the
organization.
 To the assess various attitudes of the employees towards their welfare measures and
towards the climate of the organization.
 To understand the working environment of Wipro Limited.

1.5 COMPANY PROFILE

Wipro Limited is an Indian multinational conglomerate headquartered in Bangalore,

Karnataka, India. Its diverse businesses include FMCG, lighting, information technology, and
consulting. The Fortune India 500 ranks it the 29th largest Indian company by total revenue.
It is also ranked the 9th largest employer in India with over 221,000 employees.

History of Wipro

The company was incorporated on 29 December 1945 in Amalner, India, by Mohamed

Premji as "Western India Products", later abbreviated to "Wipro". It was initially set up as a
manufacturer of vegetable and refined oils in Amalner, Maharashtra, British India, under the
trade names of Kisan, Sunflower, and Camel.

In 1966, after Mohamed Premji's death, his son Azim Premji took over Wipro as its chairman
at the age of 21.

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During the 1970s and 1975 the company shifted its focus to new opportunities in the IT and
computing industry, which was at a nascent stage in India at the time. On 7 June 1977, the
name of the company changed from Western India Vegetable Products Limited, to Wipro
Products Limited. In 1982, the name was changed again, from Wipro Products Limited to
Wipro Limited. Wipro continued to expand in the consumer products domain with the launch
of "Ralak" a Tulsi based family soap and "Wipro Jasmine", a toilet soap.

2021

 In March 2021, Wipro acquired Capco, a 22-year-old British tech consultancy firm.
The deal was completed in April.
 Wipro has signed an agreement to acquire Ampion for a cash consideration of $117
million, according to an exchange filing.
 In March 2021, Wipro appoints Pierre Bruno as CEO of European operations.
 In June 2021, Wipro acquired Boeing supplier TECT Aerospace Group Holdings for
$31 million.
 In December 2021, Wipro has signed a definitive agreement to acquire LeanSwift, a
system integrator of Infor products for customers across the Americas and Europe.
The acquisition is subject to customary closing conditions and is expected to close
before the end of the quarter ending March 31, 2022, Wipro stated in a BSE filing.

1.6. RESEARCH METHDOLOGY

1.6.1. SCOPE OF THE STUDY

It is necessary for any management to ensure that employees are satisfied with their job. For
the benefits of the organization. A study on organization culture measures helps the
management to understand the attitude of the employees towards their jobs. It tells how the
people about their relationship with an industry, and their welfare of job. It scientifically
contributed towards employee's productivity and morale.

The present study has made an attempt to measure the organization culture in Wipro Limited.
This study has been conducted with 110 employees in the study area. This study mainly
concentrates on studying the organization culture measures provided by the company. This
study can be further related to measure organisation culture, employee job satisfaction, and

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labour turnover of the company. For development and better satisfaction of the employees,
the company must concentrate on the dissatisfied area.

METHODOLOGY OF THE STUDY

The object of the current study is accomplished by conducting a market research. The market
Research process that will be adopted in the present study consist of the following stage.

Research design

Research designs are concerned with turning the research question into testing project.
The research design considered as a "blueprint" for the research. Here the descripitive
research design is used.

Sample size :

A sample of 110 respondents was taken into consideration for my study and the data
was collected.

Sampling technique

To study the project a simple random sampling technique under lottery method is
used.

Questionnaire Design

A questionnaire is being framed for collecting the appropriate data required for
collecting the information based on 4 variable physical factor, social factor, climate factor,
welfare factor. 5 question framed to test each variable.

Period of the study

The period of the study for the study was a course of 4 months.

Data Collection

Collection of data was done by Questionnaires and Interview

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SOURCE OF DATA
The data collected for this project work was from two sources
1. Primary Source
2. Secondary Source.
Primary Source
Primary data is collected from managers, employees of Wipro Limited. Some data
was also collected from employees by using structured questionnaire.

Secondary Source
The secondary data was collected by company website, books and internet,
Wikipedia.

Statistical tools used:

For the purpose of analysis CHI.SQUARE, PERCENTAGE RANKING methods
are used for calculations and the result were interpreted. These methods are used to minimize
the errors of data collected. Graphs were used to represent the data for the better and accurate
interpretation of result.

Statistical tools used for analysis are as follows:

Weighted Average
Chi. Square
Ranking Method.

Weighted Average:
Mean in which each item being averaged is multiplied by a number ( weighted ) based
on the item's relative importance. The result is summed and the total is divided by the sum of
the weighted averages are used extensively in descriptive statistical analysis such as index
numbers. Also called weighted mean.

Chi. square Analysis:

The chi square test is one of the most widely used non-parametric test in statistical
work. It makes no assumptions of population being sampled. Chi square is a statistical test
commonly used to compare observed data with expected data to obtain according to a
specific hypothesis. Identify "good to fit" between the observed and expected.

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Were the deviation between observed and expected result of chance, or were they due to
other factors. How much deviation can occur before the investigator, much conclude that
something other than chance is at work, causing the observed to differ from the expected. The
chi . square test is used for testing the null hypothesis, which states that there is no
significant difference between the expected and observed result.

Ranking Method:
A ranking is a relationship between a set of items such that. For any two items, the
first is either 'ranked higher than' ' ranked lower than' or ranked equal to' the second. In the
mathematics this is known as weak order or total pre order of objects. It is not necessarily a
total order because two different objects have same ranking. The ranking themselves are
totally ordered for example, materials are totally reordered by hardness, while degree of
hardness are totally ordered.

1.7 LIMITATIONS OF THE STUDY

 The Study was restricted to Wipro Limited, Hyderabad. This could have given rise to
a unique perception of the culture.
 Since there has been gap of a few months between data collection and the
consolidation of the report, the findings might not accurately reflect the current
attitudes and perceptions of the employees, as these could have changed over time.
 Some of the respondents were hesitated to express their opinion about organization
culture measures due to fear of management.
 The survey is based on the opinion of the employees, which may be biased.
 Period of study is too short and hence it is a major limitation.

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1.8 CHAPTER PLAN:

CHAPTER -1 - INTRODUCTION

In this first chapter will provide introduction of the topic and need, scope, objectives of the
study. Project limitations and methodology of the study.

CHAPTER - 2 REVIEW OF LITERATURE

This chapter includes different authors written articles and brief explanation of the topic.

CHAPTER - 3 - INDUSTRY PROFILE & COMPANY PROFILE

Chapter 3 explain about how industry growing in India what are the strategies and explain
about company like history of the company, board of directors, awards, milestones and
product etc.

CHAPTER - 4- DATA ANALYSIS AND INTERPRETATION

In this chapter do some analysis part through Questionnaire and write interpretation coming
from the analysis results.

CHAPTER - 5 - FINDINGS, SUGGESTIONS, CONCLUSION, BIBLIOGRAPHY

AND QUESTIONNAIRE

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1.9 BIBLIOGRAPHY

BOOKS

S.NO. AUTHOR TITLE EDITION PUBLISHER YEAR

1 P. SUBBA RAO HR Management 5”Edition TATA Mc Graw 2015

2 STEPHEN ROBBINS PERSONNEL 4”Edition Himalaya 2013

HUMAN Pulications
RESOURCE MGMT

3 WAYNE F CASCIO INFORMATION 4”Edition TATA Mc Graw 2015

SYSTEMS
APPROACH

WEBSITES

 www.wipro.com
 www.slideshare.com
 www.scribd.com
 www.ibef.org

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