STUDY OF ORGANISATIONAL CULTURE AND ORGANISATIONAL MANAGEMENT SYSTEM OF CCBF SURATGARH

RATIONALITY BEHIND THE REASEARCH WORK



With the fast process of globalisation and liberalization /internationalization the rural and the suburban related enterprises are being neglected from development point of view. Detail research studies and focus of the government is required for their development. These organizations must be strengthen to make our grass root level strong. This will increase the economic growth and economic development to a greater level. The industrial growth rate will also increase. All these things are only possible when organizations like CCBF which covers rural and urban part of subcontinent are well managed with positive organizational culture. The study will help CCBF to manage the organization in a better way and this study eill help other related sister organizations to gain organizational goals by positive organizational management and practice of good industrial culture . This study will enhance and encourage others scholars to study and develop better management practices and similar organizations and will attract the attention of the government towards such organizations .
OBJECTIVES OF THE STUDY

This particular study is centered around the following objectives:

(a) To study in details about the organizational culture of CCBF
(b) To study about the organizational management pattern of CCBF
© To find out the effectiveness of the managerial practices in CCBF
(d) To find out the drawbacks on the decentralized hierarchy of the management
(e) To find out how we can suggest them to manager organisation in better way.




RESEARCH METHODOLOGY


The size of the sample is 150 personnel (Executives and employees) working in CCBF. Almost the whole organization is dealt with. The geographical location of study is Suratgarh in the district of Sri Ganganagar in Rajasthan. The respondents are the director of CCBF, the executive of CCBF, the employees of CCBF and contractual laborers working for CCBF . They have been contacted in person, telephonically, through E-mails, through postal means and by visiting the organizations to get raw and unprocessed data. A very well structured questionnaire shall be distributed to the targeted sample to collect the primary research data. Interviews shall be conducted with the director and the executives of the CCBF. The primary data are proposed to be collected between 2008 to Jun 2009. Review at the appropriate times will be done to make the study meaningful and closest possible.
ORGANISTIONAL BACKGROUND IN A NUTSHELL

The foundation stone of the CCBF has been laid in 30Sep 1967. The organization started working practically in the year 1968. CCBF is geographically located 10 Km away from Suratgarh city and 60 Km away from district headquarter i.e. Sri Ganganagar.

Short term goal of CCBF

Production and distribution of pedigreed bulls and exotic /indigenous breeds for induction in state breeding programme.

Long term goal of CCBF

Genetic improvement of bovine population for enhancing milk production in the state and in turn in the sub- continent.

OBJECTIVES OF CCBF

· Progressive genetic improvement for improvement of milk production by scientific selection
· Testing bulls for their use in cattle development
· Production and distribution of superior bulls for breeding programmes in the state and the country
· Training and demonstration of scientific breeding and farm management practices to the farmers
· Production and distribution of seeds and planting material for higher yield in the rural and sub-urban areas.
· CHAPTERISATION OF STUDY

Modular pattern of study


Module 1

Introduction and general concept of research and methodology


Module 2

Background and history of CCBF Suratgarh

Module 3

Theories and philosophies regarding organizational culture, organizational development and culture building process. Literature survey of various organizations .

Module 4

The main research work

· Company (CCBF)
· Survey of primary data from CCBF
· Combining the data collected
· Presentation of the data of CCBF
· Use of quantitative techniques
· Summary of main findings
· Conclusion
· Suggestions

Module 5

Bibliography and literature support
EXPECTED OUTCOMES OF THE STUDY

· The negative aspect of the organizational culture of the CCBF

· Corrective and healthy organization management can be suggested

· The good aspect of organizational culture and organizational management will come out for all.

· This study will contribute towards social and economy development of the state

· This study will help the organization to gain its goal in a better way.

· This will focus and review the organizational management practices in CCBF and other such type of organizations.






Bibliography and literary support

· HRM in the 21st centrury Anup singh and Biju (2000)

· Value creation - the challanger of HRM roles Biju and SP Rao
· HRM - Changing roles and changing goals

· Culture and values – Ramkrishna Math

· The totally aligned organization By Rao Ananth .N

· Work culture in the Indian context – BP Sinha

· Managers and corporate culture – Parikh and Garg

· Culture variables and managerial effectiveness – SK Mittra

· ICFAI – Case studies HRM, Monthly magazines.

· BLR event study- Internet

· Study material of AAIDU- Allahabad.


EXTENSIVE LITERATURE SURVEY OF VARIOUS ORGANISATIONS

THIS LITERATURE REVIEW WILL SUPPORT THE RESEARCH WORK. THE LITERATURE PORTION CONTAINS TWO PARTS .

PART – I AND PART – II.

PART – I :-- GENERAL CONCEPT OF ORGANISATIONAL CULTURE AND ORGANISATIONAL MANAGEMENT SYSTEM .

PART – II :-- OLD STUDIES AND PUBLISHED WORKS RELATED TO ORGANISATIONAL CULTURE AND ORGANISATIONAL MANAGEMENT SYSTEMS OF VARIOUS NATIONAL AND MULTI-NATIONAL ENTERPRISES.




PART -- I
GENERAL CONCEPT OF ORGANISATIONAL CULTURE AND ORGANISATIONAL MANAGEMENT SYSTEM.

SOCIAL CULTURE CREATES THE WIDE RANGING CONTEXT IN WHICH THE ORGANISATIONS OPERATES. IT PROVIDES THE
COMPLEX SYSTEM OF LAWS ,VALUES AND CUSTOMS IN WHICH THE ORGANISATIONAL BEHAVIOUR OCCCURS. EMPLOYEE
BEHAVIOUR (B) ACCORDING TO SOCIAL PSYCHOLOGIST KURT LEWIN IS A FUNCTION OF INTERACTION BETWEEN PERSONAL CHARACTERISTICS (P) AND ENVIRONMENT (E) AROUNDTHE PERSON . PART OF THE ENVIRONMENT IS THE SOCIAL CULTURE IN WHICHTHE INDIVIDUAL LIVES AND WORKS ,WHICH PROVIDES BROAD CLUES AS TO HOW A PERSON WITHIN THE GIVEN BACKGROUND BEHAVE .

ORGANISATIONAL CULTURE IS A SET OF ASSUMPTIONS, BELIEFS, VALUES AND NORMS THOSE ARE SHARED BY THE ORGANISATIONAL MEMBERS .THE ORGANISATIONAL CULTURE MAY HAVE BEEN CONSCIOUSLY CREATED BY ITS TOP MANAGEMENT OR THE KEY MEMBERS OR IT MAY HAVE BEEN EVOLVED SIMPLY ACROSS THE TIME .IT REPRESENTS THE MAIN ELEMENTS OF THE WORK-ENVIRONMENT IN WHICH THE EMPLOYEES PERFORM THEIR JOBS . THIS IDEA OF THE ORGANISATIONAL CULTURE IS SOME WHAT INTANGIBLE FOR WE CANOT SEE IT OR TOUCH IT BUT WE CAN FEEL IT AND
FOLLOW IT .

SAY THE AIR IS PRESENT IN THE ROOM SIMILARLY THE ORGANISATIONAL CULTURE AND MANAGEMENT SYSTEM AFFECTS EVERYTHING THAT HAPPENS IN THE ORGANISATION .

THIS IS A DYNAMIC CONCEPT THE CULTURE IS ALSO AFFECTED BY ALMOST EVERY THING THAT OCCURS WITHIN AN ORGANISATION.ORGANISATION CULTURE AND ORGANISATIONAL MANAGEMENT SYSTEMGIVES THE BRAND IDENTITYTO ANY ORGANISATION AND ITS EMPLOYEES.






PART II
THIS PORTION OF THE LITERATURE CONTAINS THE ORGANISATIONAL CULTURE AND THE ORGANISATIONAL MANAGEMENT SYSTEM OF VARIOUS NATIONAL AND MULTI-NATIONAL ORGANISATIONS.THE NAMES OF THE ORGANISATIONS ARE LISTED BELOW.

# NATIONAL THERMAL POWER CORPORATION (NTPC).

# WIPRO.

# NOKIA.

# WAL – MART (RETAIL CHAIN).

# GENERAL ELECTRIC (GE).

# VALERO ENERGY.

# IKEA.

# WHIRLPHOOL.

# GOOGLE.




THE ORGANISATIONAL CULTURE AND THE ORGANISATIONAL MANAGEMENT SYSTEMS OF THE ABOVE MENTIONED ORGANISATIONS HAVE BEEN STUDIED AS LITERATURE SUPPORT AND TO GAIN INSIGHT KNOWLEDGE ABOUT THE POSITIVE AND NEGATIVE SIDES OF VARIOUS TYPES OF ORGANISATIONAL CULTURE AND ORGANISATIONAL MANAGEMENT SYSTEMS .THIS STUDY WILL MAKE A FRAME WORK OF THE ON – GOING RESEARCH WORK . THIS HAS GOT AN EMMENSE IMPORTANCE IN THE STUDY TO COME .













NATIONAL THERMAL POWER CORPORATION
(NTPC)

BACKGROUND OF NTPC:--

NATIONAL THERMAL POWER CORPORATION LIMITED A PUBLIC SECTOR COMPANY .A GIANT IN THE FIELD OF POWER GENERATION .IT IS AN INDIAN COMPANY AND AN GREAT PLACE TO WORK WITH .RESPONSIBLE FOR POWER GENERATION IN MASSIVE AMOUNT IN INDIA .
NTPC WAS SET UP IN THE YEAR 1975 .
SOURCE OF INFORMATION – www.ntpc.co.in .

NTPC’S ORGANISATIONAL CULTURE AND THE ORGANISATIONAL MANAGEMENT SYSTEM :--

NTPC HAS GOT AN UNIQUE ORGANISATIONAL CULTURE. NTPC TRY ITS LEVEL BEST SO THAT ONLY THE BEST MANAGERS JOIN THE COMPANY .NTPC BELIEVES IN THE DEAD LINES IN THE STRICT SENSES, WHEN IT COMES TO ANY COMPLETION OF WORK OR PROJECT .THE INITIAL BATCH OF MANAGERS JOINED THE COMPANY FROM BHARAT HEAVY ELECTRICALS LIMITED (BHEL) AND STEEL AUTHORITY OF INDIA LIMITED .NTPC GIVE MORE IMPORTANCE TO PERFORMANCE AND THUS LINKED THE PROMOTIONS TO PERFORMANCE RATHER THAN THE YEARS OF SERVICES .THAT IS TO SAY EXPERIENCE HAS GOT LESS IMPORTANCE THAN PERFORMANCE .
THE WORK CULTURE OF NTPC IS FULLY PERFORMANCE DRIVEN , FULL OF CHALLENGE FOR ITS EMPLOYEES AND EXECUTIVES BY THE USE OF BENCH MARKING SYSTEM . THE ORGANISATION HAD ADOPTED THE MIND SET OF VIEWING PROBLEMS AS OPPORTUNITIES AND THI CULTURE MOTIVATED THE EMPLOYEES TO PERFORM MORE AND MORE AND GIVE THE OPTIMUM OUTPUT FOR THE ORGANISATION . NTPC BELIEVES IN THE PHILOSOPHY OF PEOPLE FIRST THAN ALL OTHER THINGS IN THE ORGANISATION . NTPC HAD CREATED AN ENVIRONMENT WHERE THE EMPLOYEES FEEL FREE AND HAPPY TO WORK AND WHERE THERE IS A SENSE OF BELONGINGNESS AND COMMITMENT . NTPC TAKE UTMOST CARE ABOUT THE SOCIAL SECURITY OF ALL THE EMPLOYEES AND THE EXECUTIVES TO SAY THIS IS A PART OF NTPC’S CULTURE AND AND ORGANISATIONAL MANAGEMENT SYSTEM . IT IS VERY IMPORTANT THAT THE EMPLOYEES KNOW THAT THEY WILL BE LOOKED AFTER , AND
THAT IS THE STARTING POINT FOR HIGH PERFORMANCE.
NTPC ENCOURAGE A LOT SO THAT THE EMPLOYEES MUST PARTICIPATE IN THE ORGANISATIONAL MANAGEMENT PROCESS AT VARIOUS LEVELS IN THE ORGANISATION .
PROFESSIONAL COUNCILS ARE ENCOURAGED A LOT SO AS TO GAIN THE THE ORGANISATIONAL GOAL IN A STIPULATED TIME .QUALITY IS GIVEN UTMOST IMPORTANCE
SO FORMATION OF QUALITY CIRCLES ARE ENCOURAGED FOR A HEALTHY AND CONSTRUCTIVE ORGANISATIONAL CULTURE AND ORGANISATIONAL MANAGEMENT SYSTEM
IN NTPC.




WIPRO

WIPRO’S BACKGROUND:--
WIPRO WAS ESTABLISHED IN THE YEAR 1945 UNDER THE NAME OF WESTERN INDIAN VEGETABLE PRODUCTS LIMITED IN MAHARASTHRA AND COMMENCED OPERATION IN 1946.
IN THE YEAR 1966 AZIM HASAM PREMJI BECAME THE CHAIR MAN OF WIPRO AND EXPANDE THE BUSINESS TO MANUFACTURING OF TOILETRIES AND BABYCARE PRODUCTS ,THEN HYDRAULIC CYLINDERS AND ENTERED IT IN THE YEAR 1980.


WIPRO’S CULTURE AND ORGANISATIONAL MANAGEMENT SYSTEM :--

INNOVATION IS THE KEYWORD FOR WIPRO’S CULTURE .WIPRO BELIEVED THAT INNOVATION WAS VERY MUCH REQUIRED TO GET GROWTH AND COMPETITIVE ADVANTAGE
IN THE MARKET .AS PER WIPRO INNOVATION OR FINDING NEW WAYS OF BUSINESS IS THE KEY TO ADVANCE IN BUSINESS AND GAIN ADVANTAGE OVER THE COMPITITORS.
INNOVATION WAS DEFINED AT WIPROASTHE IMPLEMENTATION OF NEW IDEAS RESULTING
INTO A MARKETABLE PRODUCTOR SERVICES OR THE BOTH .AS PER THE WIPRO SOURCES AN IDEA WILL BE CONSIDERED AS A GOOD INNOVATION ONLY WHENTHE COMPANY GETS BENEFIT OUT OF IT .
SOURCES OF INFORMATION :-- JOURNALS OF WIPRO
AND www.wiprocoporate.com
WIPRO’S WHOLE OF THE INNOVATION PROCESS STARTED FROM THE EMPLOYEES THEMSELVES .THE EMPLOYEES WAS ALLOWED TO POST NEW IDEAS ON THE INTRA NET OF WIPRO BY FILLING SIMPLE QUESTIONNAIRES . THE COMPANY CONSTITUTED OF INNOVATIVE TEAMS TOGENERATE NEW IDEAS AND AND TO IMPLEMENT THE NEW IDEAS SO AS TO INCREASE THE RETURN ON INVESTMENT OF THE COMPANY . THE NEW IDEAS FROM THE EMPLOYEES PASS THROUGH FIVE GATES BEFORE IT COULD TURN INTO A PRODUCT OR SERVICE .WIPRO HAS SET UP AN INNOVATION COUNCIL IN EACH BUSINESS BE IT THE PRODUCT BUSINESS OR THE SERVICE BUSINESS OR THE CONSULTANCY BUSINESS . WIPRO
GAVE THE INNOVATION PROCESS GUIDE LINES TO ALL THE MIDDLE LEVEL MANAGERS AND
THE DEPARTMENTS HEADS SO THAT THEY WOULD CLEARLY UNDERSTAND THE INNOVATION PROCESS IN DEEP.
THIS IS HOW THE INNOVATION CULTURE WAS INCORPORATED IN WIPRO AND THE ORGANISATION MANAGEMENT SYSTEM WAS BUILT UP IN WIPRO .




NOKIA

BACKGROUND OF NOKIA:-- NOKIA WAS ESTABLISHED IN THE YEAR 1865.NOKIA WAS FOUNDED BY FREDRIK IDESTAM,A MINING ENGINEER .THE COMPANY WAS ESTABLISHED IN FINLAND . THE ENTERPRISE WAS CALLED THE NOKIA COMPANY .IN THE YEAR 1967, THE ORIGINAL NOKIA COMPANY MERGED WITH FRW AND FCW TO FORM THE NOKIA CORPORATION .AT PRESENT NOKIA IS ONE OF THE MAJOR PLAYER IN THE FIELD OF MOBILE PHONE .


ORGANISATIONAL CULTURE AND ORGANISATIONAL MANAGEMENT SYSTEM OF NOKIA :--

NOKIA OPERATES IN AM INCLUSIVE ENVIRONMENT ,THIS MEANS A CULTURE THAT GIVES STRESS ON INDIVIDUAL AND CULTURAL DIFFERENCES AND SEEKS TO GET BENEFIT FROM
THESE DIFFERENCES.NOKIA BELIEVES THAT DIVERSITY IS ONE OF THE KEY DETERMINANTS OF SUCCESS,AS IT INCREASED CREATIVITY,MIRRORED THE MARKETPLACE AND IMPROVE THE ATTRACTION AND RETENTION OF THE HUMAN RESOURCES , AMONG ALL OTHER RESOURCES.
THE RESPONSIBILITY FOR CREATING AND NURTURING SUCH AN ENVIRONMENT WAS ALSO SHARED BY ALL THE NOKIA EMPLOYEES . THOSE WHO DID THE ANALYSIS OF NOKIAS CULTURE FELT THAT NOKIA HAS GOT SUPPORTIVE AND OPEN CULTURE THAT GAVE THE EMPLOYEES OPPORTUNITIES TO DEVELOP THEIR SKILLS AND AS A RESULT ,CONTRIBUTED MORE TO THE ORGANISATION . THIS HAD INCREASED THE RETURN ON INVESTMENT OF
THE COMPANY A LOT .

THE COMPANY SUPPORTED TEAM WORK AND INDIVIDUAL RES PONSIBILITY TOO.NOKIA FORMED THE DIVERSITY ADVISORY TEAM,WHICH CONSISTED OF THE SENIOR LEADERS OF THE COMPANY ,TO PROVIDE OVERALL DIRECTION TO THE DIVERSITY INITIATIVES AND LED
THE DEVELOPMENTAND MAINTENANCE OF AN INCLUSIVE CULTURE .NOKIA TOOK STEPS TO
HELP EMPLOYEES UNDERSTAND ,ACCEPT AND WORK WITH DIVERSITY .NOKIA’S HUMAN
RESOURCES PHILOSOPHY REAFFIRMED THE COMPANY’S COMMITMENT TO FOSTERING
CULTURE WHICH NURTURED OPENESS,TRUST AND RESPECT .

SUCH A CULTURE EMPHASISED EQUALITYAND ENCOURAGED PEOPLE TO LEARN AND GET
THEIR SKILLS IMPROVED AND ACTUALISE THEIR IDEAS .NOKIA BELIEVED THAT AN OPEN ENVIRONMENT WOULD LEAD TO THE DEVELOPMENT OF AN INNOVATIVE CREATIVE WORK
FORCE .











WAL—MART
BACKGROUND OF WAL-MART:--

WAL-MART WAS THE REALISATION OF DREAM OF SAM WALTON ,WHO WANTED TO SET UP A STORE WHICH WILL PROVIDE CUSTOMERS WITH HIGH VALUE ,LOW PRICES AND A WARM WELCOME .HE WORKED PART-TIME IN HIS STORE WHICH GAVE HIM FIRST EXPERIENCE IN RETAILING.THIS IS HOW THE RETAIL STORE AND THE CHAIN OF RETAILING WAS FORMED .TODAY WAL-MART IS ONE OF THE MOST ORGANISED AND SUCCESSFUL RETAIL CHAIN.


WAL-MART’S CULTURE AND ORGANISATIONAL MANAGEMENT SYSTEM :---

SOURCES OF INFORMATION :-- www.walmartstores.com
www.piseries.com
www.walmartstores.org
THE WAL-MART HAS GOT ITS STRONG AND PERVASIVE CULTURE .INSTEAD OF ITS HUGE SIZE AND TREMENDOUSGROWTH RATE ,THE COMPANY RETAINED MOST OF THE CULTURAL ELEMENTS WHICH CONTRIBUTED TO ITS INITIAL SUCCESS . MR.WALTON BELIEVED THAT HAPPY AND SATISFIED EMPLOYEES PERFORMED WELL AND WERE RESPONSIBLE FOR HAPPY AND FULFILLED CUSTOMERS.A CULTURE WAS CREATED WHICH ENCOURAGED THE EMPLOYEES AND THE EXECUTIVES TO CONTRIBUTE THEIR BEST . THUS THIS CULTURE IS THE BASE GUIDING THING FOR FORMATION OF POSITIVE ORGANISATIONAL MANAGEMENT SYSTEM OF WAL-MART .THESE THINGS ENSURED DISCIPLINE AND UNIFORMITY IN AN ORGANISATION LIKE WAL-MART THAT WAS GROWING AT SUCH A RAPID RATE SINCE LONG.

THE ORGANISATIONAL CULTURE OF WAL-MART AND THE ORGANISATIONAL MANAGEMENT SYSTEM IS ESSENTIALLY CUSTOMER CENTRIC AND SERVICE ORIENTED .IT EXCLUSIVELY CONTAINED THE THOUGHTS OF WALTON OF CREATING A STORE WHICH PROVIDED THE BEST VALUES FOR THE CUSTOMERS AT LOWER PRICES . A UNITY OF PURPOSE AND A SPIRIT OF ONENESS WAS CREATED AND MAINTAINED ACROSS THE ORGANISATION .SOME UNIQUE FEATURES BOUND THE PEOPLE ASSOCIATED WITH WAL-MART TOGETHER , ONE

OF THIS BEING THE ORGANISATION FOLLOWED A SEPARATE CALENDER WHICH SHOWED THAT THE FIRST WEEK OF THE COMPANY’S FISCAL YEAR THAT WILL START ON FEBRAURY
1 ST EVERY YEAR .

THE MAIN THREE CONCEPTS THOSE ARE FOLLOWED IN WAL-MART ARE AS :--

# RESPECT FOR ALL THE EMPLOYEES AND ALL THE EXECUTIVES IN THE ORGANISATION.

# TRY TO PROVIDE BEST SERVICES TO ALL THE CUSTOMERS ,TOSAY CUSTOMERS ARE THE
KINGS.

# STRIVE AND HUNGER FOR THE BEST .




GENERAL ELECTRIC (GE)

BACKGROUND OF GE:--


GE’S ORIGIN CAN BE TRACED BACK IN THE LATE 1800’S ,WHEN THOMAS ALVA EDISON INVENTED THE FIRST SUCCESSFUL INCANDESCENT ELECTRIC LAMP IN THE YEAR 1879 .
EDISON WAS AN ENTRE PRENEUR AS WELL AS AN INVENTER . IN THE YEAR 1890 HE BROUGHT ALL THESE BUSINESSES TOGETHER AND COMBINED THEM TOGETHER UNDER
THE TRADE NAME OF EDISON GENERAL ELECRTIC COMPANY (EGEC).UNDER JONES ,GE
BECAME ONE OF THE MOST POWERFUL CONGLOMERATES IN THE WORLD .A SIGNIFICANT
PHASE OF GE’S HISTORY BEGANINTHE YEAR 1981 WHEN MR. WELCH BECAME THE CEO OF THE ORGANISATION .





SOURCES OF INFORMATION :--

INFORMATION COMPILED FROM VARIOUS SOURCES AND DIFFERENT PULICATIONS OF BUSINESS WEEKS.

ORGANISATIONAL CULTURE AND ORGANISATIONAL MANAGEMENT SYSTEM OF GE :--

THE ORGANISATIONAL CULTURE AND THE ORGANISATIONAL MANAGEMENT SYSTEM MAINLY DEPEND UPON THE 4E’S. NOW LETUS DEFINE THESE FOUR E’S ONE AFTER THE OTHER .

# THE FIRST E1 OR THE ENERGY :-- THIS MEANS ENORMOUS AMOUNT OF POSITIVE ENERGY AND A STRONG BIAS FOR ACTION .AN ABILITY TO LOVE AND ADAPT THE CHANGE
# THE SECOND E2 OR ENERGISING :-- HIGH LEVEL OF PEOPLE ORIENTATION AND THE ABILITY TO MOTIVATE AND INSPIRE PEOPLE TO MAXIMISE THEIR POTENTIAL.
# THE THIRD E3 OR EDGE :-- THE COURAGE TO TAKE BOLD DECISIONS AND THE CONVICTION TO STICK WITH THEM .HEALTHY FRUITFUL AND COMPETITIVE SPIRIT .
#THE LAST E4 OR TO EXECUTE :-- THE ABILITY TO GIVE A FORM OR SHAPE TO DELIVER RESULTS.
PASSION A HEART BFELT ,DEEP AND AUTHENTIC EXCITEMENT ABOUT LIFE AND WORK.

THE ORGANISATION GAVE MORE IMPORTANCE TO THE TRANING AND DEVELOPMENT PART OF THE PEOPLE WORKING IN GE. THE TOP MOST STRATEGIC LEVEL OF MANAGEMENT WANT TOKEEP DIRECT CHANNEL OF COMMUNICATION OPEN WITH THE LOWER LEVELS OF THE SUPERVISORS AND THE EMPLOYEES .GE IS A PERFORMANCE BASED COMPANY .THE ORGANISATION WANT TO GIVE REWARD TO THE HIGH PERFORMERS AND CONTINOUSLY
TRY TO FIND OUT THE REASONS FOR LOW PERFORMANCE .THE BOARD OF DIRECTORS GIVE MORE STRESS ON THE QUALITY CONTROL AS A PART AND PARTIAL OF THEIR ORGANISATIONAL CULTURE AND ORGANISATIONAL MANAGEMENT SYSTEM .THE ORGANISATION TRIED THEIR LEVEL BEST TO IMPLEMENT THE SIXSIGMA SYSTEM AND
STATISTICAL QUALITY CONTROL TO MAINTAIN GOOD QUALITY IN EVERY FIELD OF WORK .


VALERO ENERGY LIMITED



BACKGROUND OF VALERO :--


VALERO CAME INTO BEING AS A SPIN-OFF FROM THE COASTAL STATES GAS CORPORATION
(CSGA) ON JANUARY 01,1980. THIS WAS HAVING THE LARGEST SPIN-OFF IN THE US CORPORATE HISTORY AT THE TIME .THIS IS A US BASED COMPANY DEALS WITH NATURAL GAS REFINERY,PETROLEUM PRODUCTS ,MOBILOIL REFINERY etc .





ORGANISATIONAL CULTURE AND ORGANISATIONAL MANAGEMENT SYSTEM OF VALERO;--



VALERO STICK TO THE PHILOSOPHY THAT IF IT TAKECARE OF ITS EMPLOYEES ,THEY WILL SURELY TAKE CARE OF THE ORGANISATION .VALERO FOSTERED A CARING AND SHARING CULTURE .THE EMPLOYEES OF ALL LEVELS ARE ENCOURAGED A LOT SO THAT THEY CAN FEEL AN UNSEPARABLE PART OF THE ORGANISATION AND TAKE PART IN THE GROWTH PROCESS OF THE ORGANISATION .THE TOP MANAGEMENT IS VERY CLOSELY ASSOCIATED WITH THE DAY TO DAY OPERATION OF THE ORGANISATION AND MAINTAINED A HIGH LEVEL OF VISIBILITY AND TRANSPARENCY AMONG THE LOWER LEVEL EMPLOYEES .
OFTEN IN ANY SOCIAL GATHERING THE TOP MANAGEMENT ,THE CEO AND THE PRESIDENT FOUND SERVING REFRESHMENTTO ALL THE EMPLOYEES ,SO,THAT THEY CAN FEEL AT EASE TO SHARE ALL THE MATTERS TO ALL .THE UNIQUE THING ABOUT THE VALERO ENERGY IS THAT THEY NEVER VHAD LAY OFF EMPLOYEES .


IKEA

BACKGROUND OF IKEA :--

IKEA IS ONE OF THE LARGEST MANUFACTURERS OF FURNITURES AND RETAILER OF FURNITURE TOO. IT DEALS WITH HIGH QUALITY OF EXPORT QUALITY FURNITURE AND THE BUSINESS IS SPREAD THROUGHOUT THE WORLD . IKEA IS BETTER KNOWN FOR ITS STYLISH AND INNOVATIVE DESIGNS OF FURNITURES .THE FURNITURES CAN BE DIS MANTALED TOO,SO THAT EASY TO CARRY AND EASY FOR TRANSPORTATION TOO.. IT IS A SWEDE BASED ORGANISATION AND SPREAD ALL OVER THE WORLD .


ORGANISATION CULTURE AND MANAGEMENT SYSTEM OF IKEA :--


SOURCES OF INFORMATION :-- www.ikea.com
www.ikea-group.ikea.com


THE CULTURE WAS SO DEVELOPED KEEPING IN MIND THE REQUIREMENTS OF THE EMPLOYEES .THIS SHOWS THAT EMPLOYEES ARE OF GREAT IMPORTANCE IN THE ORGANISATION .THE ORGANISATION BELIEVES THAT THE EMPLOYEES ARE MORE PRODUCTIVE AND COMMITTED WHEN THE ORGANISATION TAKE MORE GARE OF THEIR NEEDS .THEN ONLY THE EMPLOYEES WILL GIVE THEIR LEVEL BEST TOWARDS THE ORGANISATIONAL GOAL .THE ORGANISATIONAL MANAGEMENT SYSTEM WAS BUILT KEEING IN VIEW THE EMPLOYEES WELL-BEING IN MIND .THE ORGANISATION ADOPTED VIDEO CONFERENCING IN A BIG WAY SO AS TO HELP THE EMPLOYEES TO AVOID EXCESSIVE BUSINESS TRAVELSAT THE COST OF FAMILY TIMES .SEVERAL IKEA STORES HAVEGOT QUIET
ROOMS WHERE THE EMPLOYEES COULD GO AND PRAY AND MEDITATE. LACTATION ROOMS ARE ALSO BUILT FOR THE BENEFIT OF THE NURSHING MOTHERS.MANY STORES HAVE GOT THE CHILD CARE FACILITIES.THUS THIS IS HOW THE MANAGEMENT SYSTEM AND CULTURE OF IKEA HAS BEEN FORMED .

WHIRLPOOL
BACKGROUND OF WHIRLPOOL :--

IN THE YEAR 1911 THRE BROTHERS FREDERICK ,LOUIS AND EMORY UPTRON SET UP A COMPANY NAMED AS THE UPTON MACHINE CORPORATION AT ST. JOSEOHS MICHIGAN,USA. THE COMPANY PRODUCED ELECTRIC MOTOR DRIVEN WRINGER WASHERS .THE WRINGER WASHERS ARE USED IN THE WASHING MACHINES LATER IT STARTED MANUFACTURING HOME APPLIANCES DRIVEN BY THE ELECTRIC CURRENT .LATER THE ORGANISATION UPTON
WENT TO BECOME WHIRLPOOL .



ORGANISATIONAL CULTURE AND ORGANISATIONAL MANAGEMENT SYSTEM OF WHIRLPOOL :--

A NEED WAS EMPHASISED TO DEVELOP A CULTURE THAT WOULD SPUR WHIRLPOOL’S GROWTH THROUGH CONSUMER FOCUSED INNOVATION .THE ORGANISATION BELIEVED THAT
CREATIVITY MUST NOT BE LIMITED TO FEW PEOPLE IN THE ORGANISATION . THE TOP MANAGEMENT ENCOURAGED THE THE EMPLOYEES TO BE INNOVATIVE AND CREATIVE .TRIED A LOT TO INCULCATE CREATIVITY IN ITS PEOPLE THE NEW IDEA MUST FULFILL THREE CRITERIA TO BE DECLARED AS INNOVATIVE ---- IT HAD TO GENERATE COMPETITIVE
THE IDEA MUST BE UNIQUE AND DIFFERENTIATING ,AND IT HAD TO CREATE THE SHARE HOLDERS VALUE .KNOWLEDGE MANAGEMENT CULTURE WAS GIVEN MORE IMPORTANCE
BY GIVING VARIOUS TYPES OF TRANINGS .

SOURCES OF INFORMATION :--

www.businessweek.com.
www.clomedia.com
GOOGLE



BACKGROUND OF GOOGLE :--

THE FOUNDERS OF GOOGLE GRADUATED IN COMPUTER SCIENCE FROM THE STAND FORD UNIVERSITY IN THE YEAR 1995 .THE NAME OF THE FOUNDERS ARE LARRY PAGE AND SERGEY BRIN .GOOGLE IS ALSO CALLED THE SEARCH ENGINE TECHNOLOGY USED TO SEARCH THE ANY THING IN THE INTERNET AND IS THE GATEWAY TO THE WEBPORTAL.


ORGANISATIONAL CULTURE AND ORGANISATIONAL MANAGEMENT SYSTEM OF GOOGLE :--

GOOGLE HAS AN INFORMAL CULTURE AND UNIQUE MANAGEMENT SYSTEM AT GOOGLEPLEX
THAT IS THE NAME GIVEN TO GOOGLE’S HEADQUARTER .BOTH THE FOUNDERS WANTED TO MAKE GOOGLE A FUN PLACE TO WORK.REFLECTING THEIR BELIEFS THE GOOGLE PLEX
WAS DECORATED WITH LAVA LAMPS AND PRINTED IN BRIGHT COLOURS THE LOGO OF GOOGLE .THE GOOGLERS WERW ALLOWED TO BRING THEIR PETS IN THE WORKPLACE
,THE EMPLOYEES WERE PROVIDED WITH SNACKS ,LUNCH AND DINNER PREPARED BY GOOD COOKS .THE COMPANY ALSO PROVIDED ITS EMPLOYEES FLEXIBLE WORK-HOURS.
THE FOUNDERS BELIEVED THAT A GOOD AND HEALTHY WORK ENVIRONMENT HELP
TO RECRUIT AND RETAIN THE GOOD AND POTENTIAL EMPLOYEES . THE COMMUNICATION
IS OPEN AND TRANSPARENT .THE MANAGERIAL INFORMATION SYSTEM IS CONNECTED FROMTOP TO BOTTOM AND FROM BOTTOM TO TOP ,SO THAT INFORMATION FOLLOWS FREELY IN EACH STRATA OF MANAGEMENT .THE GOOGLERS WERE FREE TO APPROACH THE TOP MANAGEMENT FREELY AND WITHOUT ANY RESTRICTIONS . THIS IS HOW THE ORGANISATIONAL MANAGEMENT SYSTEM AND ORGANISATIONAL CULTURE IS INFORMAL IN NATURE .