Chapter 1

Concept of Culture
What is Culture.
Culture is communication, communication is culture.
Culture refers to the cumulative deposit of knowledge, experience, beliefs, values, attitudes,
meanings, hierarchies, religion, notions of time, roles, spatial relations, concepts of the
universe, and material objects and possessions acquired by a group of people in the course of
generations through individual and group striving.
A culture is a way of life of a group of people--the behaviors, beliefs, values, and symbols
that they accept, generally without thinking about them, and that are passed along by
communication and imitation from one generation to the next.
Culture is the sum of total of the learned behavior of a group of people that are generally
considered to be the tradition of that people and are transmitted from generation to
generation.
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 embodiments in artifacts; the essential core of culture consists of traditional ideas and
especially their attached values; culture systems may, on the one hand, be considered as
products of action, on the other hand, as conditioning influences upon further action.

Figure 1

 Role of Culture.
It performs a boundary-defining role, that is, it creates distinctions between one organization
and others.
It conveys a sense of identity for organization members.
Culture facilitates the generation of commitment to something larger than ones individual
self-interest.
It enhances social system stability. Culture is the social glue that helps hold the organization
together by providing appropriate standards for what employees should say and do.
Culture serves as sense making and control mechanism that guides and shapes the attitudes
and behavior of employees. It is the last function that is of particular interest.

Classifying Culture.
The Power Cultures: This culture depends upon a single source of influence and is often
referred to as the spiders web with the most powerful spider at its center. Such an
organization is typically a family firm of a small business in the extreme case. The central
influence and prevailing culture might be centered upon just one person. Although it is more
likely to be a power clique comprising a small number of persons. Working in such
organizations requires that employees correctly anticipate what is expected of them from the
power holders and perform accordingly.

The Role Culture: The role culture is one that attempts to achieve logic and reason in highly
specified way similar to bureaucratic organizational structure. it is called a role culture
because roles (or positions in the firm) are given primacy over the individuals who fill them.

The firm is best described by its role set in this way. The firm can sustain its existence beyond
the contribution of specific individuals and can recruit people successively into present roles.

The Task Culture: This culture has no single source of power endowed by hierarchical
location. Senior management allocates projects to the various parts of the organization. And
projects are worked on and developed autonomously by teams of staff who often get together
for that project alone. The culture is inherently crossed functional. Mixing different levels of
expertise together in project teams and deliberately subs jugulating hierarchical authority to
the development of the project or task. This culture is often associated with organizations,
which adopt matrix or project-based structural designs.

The Person Culture: This is the least common form of culture found in complex
organizations. Individuals who work in other kinds of cultures commonly desire this culture,
since it often accords with their personal wishes and values. The individual is the keynote of
the firm. The firm is there to serve the interests of the individuals who form it, professionals
such as lawyers. Architects and some consultants initially organize themselves into this kind
of culture.

Figure 2

Characteristics of Culture
3

Culture is manifested at different layers of depth

In analyzing the culture of a particular group or organization it is desirable to distinguish
three fundamental levels at which culture manifests itself: (a) observable artifacts, (b) values,
and (c) basic underlying assumptions. When one enters an organization one observes and
feels its artifacts. This category includes everything from the physical layout, the dress code,
and the manner in which people address each other, the smell and feel of the place, to analyze
why members behave the way they do, we often look for the values that govern behavior, but
as values are hard to observe directly, it is often necessary to infer them by interviewing key
members of the organization or to content analyze artifacts such as documents and charters.
To really understand a culture and to ascertain more completely the groups values and over
behavior, it is imperative to delve into the underlying assumptions, which are typically
unconscious but which actually determine how group members perceive, think and feel. Such
assumptions are themselves learned responses that originated as espoused values.

Figure 3

Culture is associated with social groups

Culture is shared by at least two or more people, and of course real, live societies are

always larger than that. There is, in other words, no such thing as the culture of a hermit.
As almost everyone belongs to a number of different groups and categories of people at
the same time, people unavoidably carry several layers of mental programming within

themselves, corresponding to different levels of culture.

A national level according to ones country (or countries for people who migrated during

their lifetime);
A regional and/or ethnic and/or religious and/or linguistic affiliation, as most nations are
composed of culturally different regions and/or ethnic and/or religious and/or language
groups;

Figure 4

Culture Relativism
Cultural Relativism is the view that moral or ethical systems, which vary from culture to
culture, are all equally valid and no one system is really better than any other. This is based
on the idea that there is no ultimate standard of good or evil, so every judgment about right
and wrong is a product of society. Therefore, any opinion on morality or ethics is subject to
the cultural perspective of each person. Ultimately, this means that no moral or ethical system
can be considered the best, or worst, and no particular moral or ethical position can
actually be considered right or wrong.

Figure 5

Cultural relativism is a widely held position in the modern world. Words like pluralism,
tolerance, and acceptance have taken on new meanings, as the boundaries of culture
have expanded. The loose way in which modern society defines these ideas has made it
possible for almost anything to be justified on the grounds of relativism. The umbrella of
relativism includes a fairly wide range of ideas, all of which introduce instability and
uncertainty into areas that were previously considered settled.

Chapter 2
Concept & Significance of Organizational Culture
What is Organizational Culture.
Organizational Culture refers to a system of shared meaning held by members that
distinguishes the organization from other organization.
Organizational Culture provides employees with a clear understanding of the way things
are done around here.
Organizational Culture can also be defined as a set of attributes that are perceived by the
individuals and which are deemed to have an impact on the willingness of individual to
perform its best.

Figure 6

Characteristics of Organizational Culture.

1. Member Identity: The degree to which employees identify with the organization as a
whole rather than with their type of job or field of professional expertise.
2. Group Emphasis: The degree to which work activities are organized around groups
rather than individuals.
3. People Focus: The degree to which management decisions taken into consideration
the effect of outcomes on people within the organization.
4. Unit integration: The degree to which units within the organization are encouraged
to operate in a coordinated or interdependent manner.
5. Control: The degree to which rules, regulations and direct supervision are used to
oversee and control employee behavior.
6. Risk Tolerance: The degree to which employees are encouraged to be aggressive.
Innovative and risk seeking.
7. Reward Criteria: The degree to which rewards such as salary increases and
promotions are allocated according to employees performance rather than seniority,
favoritism or other non-performance factors.
8. Conflict Tolerance: The degree to which employees are encouraged to air conflicts
and criticisms openly.
8

9. Means-ends Orientation: The degree to which management focuses on results or

outcomes rather than on the techniques and processes used to achieve those outcomes.
10. Open-system Focus: The degree to which the organization monitors and responds to
changes in the external environment.

Significance of Organizational 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,
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 employees 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 level 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 roles and responsibilities in the organization and know how to accomplish
the tasks 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 others. The work culture goes a long way in creating the
brand image of the organization. The work culture gives an identity to the organization.
In other words, an organization is known by its culture.

The organization culture brings all the employees on a common platform. The
employees must be treated equally 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
backgrounds, families and have varied attitudes and mentalities. The culture gives the
employees a sense of unity at the workplace.

Figure 7

The work culture promotes healthy relationship amongst the employees. No one treats
work as a burden and molds himself according to the culture.
It is the 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
10

however busy they are would send their reports by end of the day. No one has to force anyone
to work. The culture develops a habit in the individuals, which makes them successful at the
workplace.

Taking advantage of Organizational Culture.

Most managers are not in a position to create an organizational culture; rather they work in
organizations that already have cultural values. For these managers, the central issue in
managing culture is how best to use the cultural system that already exists. It may be easier
and faster to alter employee behaviors within the existing culture than it is to change the
history, tradition, and values that already exist.
To take advantage of an existing cultural system, managers must first be fully aware of the
cultural values and what behaviors or actions these values support. Becoming fully aware of
an organization's value usually is not easy; however. it involves more than reading a pamphlet
about what the company believes in. Managers must develop a deep understanding of how
organizational values operate in the firm. an understanding that usually comes only through
experience

Figure 8

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This understanding once achieved, can be used to evaluate the performance of others in the
firm. Articulating organizational values can be useful in managing other's behavior. Senior
managers who understand their organization's culture can communicate their understandings
to lower-level managers. Over time as these lower-level managers begin to understand and
accept the firms culture. They require less direct supervision. Their understanding of
corporate values guides their decision-making.

Chapter 3
Roles of Organizational Culture
Impact of Culture on Modern Organizations
Freedom: It represents a basic cultural value that affects work in modern organizations.
Freedom here refers to freedom from authority and freedom to do, as one feels like, of
course, subject to the constraints imposed by the society. That is to say, this freedom is within
some prescribed limits. Freedom may mean different things to different people. For instance,
for an employee freedom may be to have a voice in. the joint council meeting for another it
may mean, right to work without restrictions etc.

12

Equality: This value states that all people are equal, having equal rights. However, this value
gives" due recognition to different mental emotional and social differences and hence
different rewards. Another associated idea is equity, which states that there should-be justice
in rewarding performance. The rewards should be based on performance that should be sured
objectively.
Security: People seek security of job and life. Some mental tension prevails in the mind of an
employee long as he feels unsecure.
Opportunity: Another value that affects people in organizations in the opportunity. People
expect many opportunities to climb the ladder in organization. It shapes behavior by helping
employees make sense of their surroundings.
The culture helps employees why the organization does what it does and how it intends to
accomplish its long-term goals.
Culture in fact, clarifies and reinforces standards of behavior. From an employees standpoint,
culture is highly useful because it reduces ambiguity.

Chapter 4
Types of Organizational Culture

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C M l a a n r B kC u e u E r t l e nt C ua t u ur e l r t p a u rt r ei e c n C e uu rl t i ua lr e C u l t u r e

Bureaucratic Culture
In a bureaucratic culture, the behavior of employees is governed by formal rules and standard
operating procedures and coordination is achieved through hierarchical reporting
relationships. To secure compliance, ensure discipline and obtain performance, the duties and
responsibilities of all employees are clearly spelled out.
Many layers of management are typical for a bureaucratic organization. With a pyramid in
mind, the leader or president is at the top of the company, and all other departments cascade
underneath that leader. Vice presidents report to the president or chief executive officer, and
in turn, directors report to the vice presidents. Managers of departments are underneath the
directors and these managers typically have numerous supervisors reporting to them. Finally,
the workers in a bureaucratic organization report to the supervisors. Structure is important for
a bureaucratic company.

14

Figure 9

In bureaucratic organizations, power is concentrated in the hands of a few, high-ranking

managers. The highest-ranking leaders make decisions about company policy, personnel
decisions and financial objectives. Procedures are in place that directs most decisions upward
to these leaders where all-important actions take place. Slowness in decision-making is
typical in bureaucratic companies, and hands-on management techniques apply at all levels.
Micromanagement is common, and workers look to their supervisors for all decisions about
their work and assignments.
Clan Culture
In a clan culture the behavior of employees are guided by tradition, loyalty, personal
commitment, extensive socialization, and self-management. Experienced mentors and role
models readily available within the organization guide new hires. Members understand the
companys unique history and have a shared image of its style and functioning. They
understand the importance of working together to produce results. There is a lot of peer
pressure to adhere to important norms of the company. Members share feelings of pride in
membership and subscribe to the view that without teamwork, participation and consensus
decision-making, it is difficult to produce excellent results.

15

Figure 10

This working environment is a friendly one. People have a lot in common, and its similar to
a large family. The organization emphasizes long-term Human Resource development and
bonds colleagues by morals. Success is defined within the framework of addressing the needs
of the clients and caring for the people.

Leader Type: facilitator, mentor, and team builder

Value Drivers: Commitment, communication, development
Theory of Effectiveness: Human Resource development and participation are effective
Quality Improvement Strategy: Empowerment, team building, employee

Entrepreneurial Culture
In a entrepreneurial culture, risk taking, dynamism and creativity are given a lot of
importance. There is a commitment to experimentation, innovation and being on the leading
edge. It suits a company very well in the formative years. Small and medium sized outfits
also find it very supportive.

16

Figure 11

When an organization is said to have an entrepreneurial culture, what is really being said is
that the organization encourages out-of-the-box thinking in the development of new products,
services and procedures, and has a tolerance to risk taking and failure.
Fostering an entrepreneurial culture requires continuous effort. Make sure your
entrepreneurial vision is part of your senior management discussions. It should also be a topic
for managers' performance discussions with their teams. Again, the entrepreneurial culture
must be cultivated. It is the result of a concerted effort by the company to drive innovation,
productivity, and success.
Market Culture
It is a culture characterized by hard driving competitiveness and a profit orientation. The
achievement of measurable and demanding goals such as sales growth, profitability, market
share is given topmost priority. You have to push yourself to the limits utilizing scarce
corporate resources to best advantage. The relationship between individual and organization
is contractual. What you are supposed to deliver is agreed upon initially. Rewards follow
performance as per the agreement.

17

Figure 12

The organization expects performance (at the same time, does not guarantee job security) and
the individual seeks rewards (at the same time, does not guarantee loyalty). Rather than
promoting a feeling of membership in a social system, the market culture values
independence and individuality and encourages members to pursue their own financial goals.

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Chapter 5
Elements of Organizational Culture
Organizational Culture provides the members with a sense of organizational identity and
generates a commitment to beliefs and values that are larger than them. Though ideas that
become part of culture can come from anywhere within the organization, an organizations
culture generally begins with a founder or early leader who articulates and implements
particular ideas and values as a vision, philosophy, or business strategy. When these ideas and
values lead to success, they become institutionalized and give shape to an organizational
culture that reflects the vision and strategy of the promoter or the leader.

Figure 13

Assumptions

Assumptions form the core of an organizational culture. Assumptions represent what

members believe to be reality and thereby influence what they perceive and how they
think and feel. Assumptions are taken for granted. They exist outside ordinary awareness
and are for the most part inaccessible to consciousness. From the prospective of the
members of culture, the set of basic assumptions is reality or truth, and what they assume

19

or believe to be real or true is generally not open for discussion. The unquestioned truth
penetrates every aspect of cultural life and colors all forms of experience that it touches.

The basic assumptions are unconscious values and beliefs held by the members of an
organization. They exist at such a sublime level that members are rarely aware of them.
However they affect the conscious values, beliefs, and norms of the organizational
members.

Shared Beliefs and Values

All organizations have a set of basic beliefs and values, which are shared by most of its
members. They are consciously held, mental pictures of the nature of organizational
reality, and form the basis of defining the right or wrong in the organization. Essentially,
these beliefs and values provide justification for behaviors in the organization.

Values are the social principles, goals and standards held within a culture to have intrinsic
worth. They define what the members of an organization care about, such as freedom,
democracy, tradition, wealth or loyalty. Values constitute the basis for making judgment
about what is right and what is wrong, which is why they are also referred to as a moral or
ethical code. Because values are used as standards for making moral judgments, they are
often associated with strong emotions.

Values are more conscious than basic assumptions but are not usually on the top of
members mind. Nonetheless, members of an organization are able to recognize their
values fairly easily and become especially aware of them when someone tries to change
these in some fundamental way. When values are challenged, the challenge most comes
from marginal members of organization, such as newcomers or revolutionaries, or from
outsiders.
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Physical Artifacts

These are the most tangible and visible manifestations of organizational culture. If one
moves around different organizations, it is easy to notice that each is different in terms of
it its physical layout and dcor, nature and availability of use of facilities, centralization
or dispersion of common utilities, and so on. These unique features are neither merely
incidental nor meant for serving some rational functional purposes: rather, they represent
symbolic expressions of underlying meanings, values or beliefs, which are shared by the
people in the organization. Organization artifacts intentionally or unintentionally
communicate information about the organizations beliefs, values, assumptions and ways
of doing things.

The important surface elements of organization include ceremonies, rites, rituals, stories,
myths, heroes, symbols, language, etc.

Surface Elements of Organization Culture

Within the culture of every organization, there are certain fundamental norms and values that
shape members behaviors and help them to understand the surrounding organization. In some
companies, cultural norms and values emphasize the importance of discovering new materials
or technologies and developing them into new products and in other companies, cultural
norms and values focus on high product quality. Fundamental norms and values like these are
the ultimate source of the shared perceptions, thoughts and feelings constituting the
organization. Such norms and values are expressed and disseminated throughout certain
elements, which are stated below.

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Ceremonies

Special events in which organization members celebrate the

myths, heroes, and symbols of organization.

Rites

Ceremonial activities meant to communicate specific ideas or

accomplish particular purposes.

Rituals

Actions that are repeated regularly to reinforce cultural norms

and values.

Stories

Accounts of past events that illustrate and transmit deeper

cultural norms and values.

Myths

Fictional stories that explain activities or events that might

otherwise be puzzling.

Heroes

Successful people who embody the values and character of the

organization and its culture.

Symbols

Objects, actions,, or events that have special meaning and that

enable organization members to exchange complex ideas and
emotional messages.

Language

A collection of verbal symbols that often reflects the organization

culture.
Table 1

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Chapter 6
Comparison between Organizational Cultures of Wipro & Infosys

Infosys
Who We Are?

Infosys is a global leader in consulting, technology and outsourcing solutions. We enable

clients, in more than 50 countries, to stay a step ahead of emerging business trends and
outperform competition. We help them transform and thrive in a changing world by cocreating breakthrough solutions that combine strategic insights and execution excellence.
With US$8.7 B in annual revenues and 176,000+ employees, is helping enterprises renew
themselves while also creating new avenues to generate value.
The Infosys story
In 1981, seven engineers started Infosys Limited with just US$250. From the beginning, the
company was founded on the principle of building and implementing great ideas that drive
progress for clients and enhance lives through enterprise solutions. For over three decades,
we have been a company focused on bringing to life great ideas and enterprise solutions that
drive progress for our clients.
We recognize the importance of nurturing relationships that reflect our culture of unwavering
ethics and mutual respect. Itll come as no surprise, then, that 96.6 percent (as of March 31,
2015) of our revenues come from existing clients.
Infosys has a growing global presence with over 85 offices and 100 development centers in
the United States, India, China, Australia, Japan, Middle East, and Europe.
23

At Infosys, we believe our responsibilities also extend beyond business. Thats why we
established the Infosys Foundation to provide assistance to some of the most socially and
economically depressed sectors of the communities in which we work. And it's why we
behave ethically and honestly in all our interactions with our clients, our partners and our
employees.
Vision: We will be a globally respected corporation.
Mission: Strategic partnerships for building tomorrow are enterprise.
Our values

We believe the softest pillow is a clear conscience. At Infosys, our values shape our
decisions. They define our character, culture, and work ethic. Values are what help us stay
rooted and aspire to scale new heights.
CLIFE our set of values that guide us at all times

Figure 14

Client value: To surpass client expectations consistently

24

Leadership by example: To set standards in our business and transactions, and be an

exemplar for the industry and ourselves
Integrity and transparency: To be ethical, sincere, and open in all our transactions
Fairness: To be objective and transaction-oriented, and thereby earn trust and respect
Excellence: To strive relentlessly, constantly improve ourselves, our teams, and our services
and products to become the best
Work at Infosys
At Infosys, we are powered by intellect and driven by values. We seek solutions for
tomorrow and build them today. To help us do this, we encourage you to challenge the status
quo. With us, you are empowered to not just think of breakthrough ideas, but also bring them
to life with a powerful global ecosystem of consultants and engineers that help execute these
ideas.
Exciting career paths: What can you do for an enterprise when you are with Infosys? Well,
the question is what can't you? With us, you can build a fulfilling career in consulting,
technology, and outsourcing from formulating business strategies to working on cuttingedge technologies like cloud, mobility, and big data to managing some of the most complex
projects for large global organizations.
Lead the change: We understand to give your best to a project; you need to believe it makes
a difference to you as a professional and the world around you. That is why we provide ample
opportunities to work with hard challenges that are off the beaten track. Here are a few:
Combining real-time traffic data with historic driving pattern to improve fuel efficiency of
cars
Creating mobile wallet solutions to make it possible for people in the most remote parts of the

25

world to use a mobile phone as a bank

Using a tablet device as a mobile point-of-sale system to change the way customers shop at
retail stores
Innovation is in our DNA: We see innovation beyond finding the next big thing or oncein-a-lifetime projects. To us, innovation also means thinking of new, more profitable ways to
do old things. This helps our clients work smarter and lead their respective industries, even
when the going gets tough.
Fun at Infosys

It's what you explore beyond your day-to-day work that often inspires the innovator in you.
Whether it's music, photography or sport, Infosys has people who think like you. And those
who think different from the way you do because to broaden your horizons, you need both.
At Infosys, you'll meet people with imagination and the right attitude people who make
Infosys an exciting place to work in.
Nurture your passion: Infosys has a range of clubs for activities such as music, movies,
sports, theatre, and photography. You can also create new clubs with like-minded Info scions
and add it to our club roll.
Get social: Meet, collaborate, and share your interests with Info scions around the world on
our intranet portal Sparsh and our social networking platform Infy Bubble. Also be part of
entertaining events on campus from concerts and family days to festivals and award
ceremonies.

Wipro
The Wipro Story

26

Wipro began their business as a vegetable oil manufacturer in 1945; and during 1985,
they entered the Indian IT industry. In the 1995 they leveraged the hardware and software
development expertise and began offering software services to the global clients(Wipro
Limited 2012). It is one among the top Indian IT companies with offices in North
America, South America, Europe Africa, Asia-Pacific and Middle East. As per policy,
Wipros corporate culture gives due importance to employee freedom and autonomy.

Wipro Ltd (NYSE:WIT) is a global information technology, consulting and outsourcing

company with 158,217 employees serving clients in 175+ cities across 6 continents. The
company posted revenues of $7.5 billion for the financial year ended Mar 31, 2015.Wipro
helps customers do business better by leveraging our industry-wide experience, deep
technology expertise, comprehensive portfolio of services and vertically aligned business
model. Our 55+ dedicated emerging technologies Centers of Excellence enable us to
harness the latest technology for delivering business capability to our clients.

Wipro is globally recognized for its innovative approach towards delivering business
value and its commitment to sustainability. Wipro champions optimized utilization of
natural resources, capital and talent. Today we are a trusted partner of choice for global
businesses looking to differentiate at the front and standardize at the core through
technology interventions.

To focus on core IT Business, it demerged its non-IT businesses into a separate company
named Wipro Enterprises Limited with effect from 31 March 2013.The demerged
companies are consumer care, lighting, healthcare and infrastructure engineering which
contributed approximately 10% of the revenues of Wipro Limited in previous financial
year.

27

Wipro Culture

The key strategy deployed by post-bureaucratic organizations is the manufacture of a

strong corporate culture in order to incorporate employees into the organization, thereby
creating a self-motivated and committed workforce (Kunda, 1992). The 'Spirit of Wipro,
encapsulates the values, which are the guiding principles of the culture of Wipro. Spirit
of Wipro' identifies core values like 'making customers successful, 'Team, innovate,
excel, 'Respect for individual, 'thoughtful and responsible, 'Delivering on
Commitments, 'honesty and fairness' (Wipro Limited 2012). The emphasis on teamwork,
individual responsibility and commitment are, in reality, implementing a 'soft
bureaucracy' instead of ideal flexibility.

Induction programs like Corporate Readiness Program' and other training sessions are
conducted to develop an official corporate culture in the employees. Wipro HR policies
are designed to inculcate the corporate culture to the employees. The employee dress code
is formal wear on all working days except on Fridays. This is to portray a professional
image of the organization in the minds of clients and the general public. According to
Indian standards, Wipro provides five star working facilities.

There are pictures of happy and enthusiastic young employee groups all over the
buildings' walls. Wipros logo and 'Spirit of Wipro' can be seen everywhere within the
campus. The facilities include gyms, dormitories, childcare centers, health clinics and
food courts. Events such as team outings and buffets in five-star hotels are organized by
the HR department to promote employee satisfaction and team spirit.

They also conduct programs like Wipro Awards, 'Feather in the cap Award to reward
the employees who perform well. Every year they conduct 'Spirit of Wipro Run', a
28

marathon for employees across the globe. These are all said to be done for motivating the
employees. In reality, these HR strategies are aimed at stemming employee attrition in the
context of a volatile job market, as well as to distract the attention from employee
frustration and dissatisfaction. Though they boast of post-bureaucratic corporate model, in
reality, the bureaucratic model persists in the form of hierarchical structures and feudal
attitudes of managers, who have not fully adapted to the flexible workplace concept. The
top management team consists of mostly male managers, though the organization follows
a gender-neutral work culture.

Customer satisfaction is a key objective of Wipro. It is used as a mechanism of control

over employees. There are frequent client meetings and all labor should be updated to the
client at specific intervals of time. Depending on the clients, this interval can beadily or
weekly or monthly. Apart from the client meetings, there will be team meetings in which
each employee should report their work status to the manager and the team. This creates a
feeling in the employees that their managers and client are always monitoring them. This
extreme Customer-Centricity gives rise to a surrogate management situation' in which
employees 'voluntarily comply with client demands .The employees should put an extra
level of commitment in customer satisfaction since it is the base for Wipro's business and
hence their job security.
Work Recognition

Rewards recognizing a significant contribution from every employee await you at Wipro.
Some of them are given here for your reading:

29

Performance: If you or your team's performance is of a superlative standard, you win the
highest reward our company has to offer - Wipro Hall of Fame. It's in recognition of your
sustained and consistent performance.
Innovation: If you come up with the most innovative idea or a solution that other's couldn't
think of, you shall be rewarded with Mastermind, the highest acclaim in recognition of your
imagination and innovation.

Team spirit: In recognition of your effort in the team, an instant reward is given to you Feather-in-my cap. If you help your colleague in his hour of crisis, he would nominate you
for Thanks a Zillion in recognition of your professional help in bailing him out of a difficult
situation. (It can be your peer, boss, or subordinate).
Wipro's Equal Opportunity, Employment Policy and Policy Prohibiting Discrimination
and Harassment
Wipro's policy is that applicants are considered for employment solely on the basis of their
qualifications and competencies. Wipro's hiring policy is geared to ensure that Wipro hires
employees without regard to their race, color, religion, national origin, citizenship, age, sex,
marital status, ancestry, physical or mental disability, medical condition, socio-economic
background or sexual orientation.
Wipro understands the need to provide equal opportunities to all persons without
discrimination. This policy states the organization's position on equal opportunity in all
aspects of employment, including recruitment, training conditions of service, career
progression, termination or retirement and acts like a beacon to employees at all levels to act
fairly and prevent discrimination.

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Chapter 7
Conclusion
The phenomenon of global markets, IT-driven services and competition have created a
chaotic, disruptive business environment. The companies which sailed along quite smoothly
in placid business waters and made tidy, assured profits suddenly find themselves in choppy
water.
"Companies like Tata, Infosys...etc. are successful because of their culture. Their
organizational culture is not totally focused on creation of wealth but building a sound
organization." Today, everything seems unpredictable. Few companies are successful because
of their strong organizational culture.
It
is

rightly said that

\Infosys indulge the following cultural practices like:

Adapting to new culture

Culture Building Exercise:
Focus on 'culture building' in corporate houses

Figure 15

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Wipro is not an ordinary company. Its a one of fortune 500 companies. Getting into Wipro is
getting into the world of opportunities.

Work culture is pretty good in this organization,

Everything process oriented.
Professional and personal life is balanced.
Not too much of pressure (if you are good at what you do, at least average).
Organization strives to keep work life interesting.
Annual day is celebrated across all service lines every year without fail, this is the

most awaited event for many performers on stage, sports persons, achievers .
Company encourages you to play sports by providing all the facilities and space to

play basket ball, tennis, volley ball, table tennis, badminton, gym, aerobics, run track.
Wipro every year conducts marathon race, which is grabs huge crowd.

Along with your work you will not miss the other aspects of life. Team outing, Team building
activities conducted across all the teams.
Though these companies are IT related companies yet they are quite different. They have
their own way of

Motivating the employees

Getting the work done
Create competition
Processes

Thus we can say that the each company has its own way of leading and both the companies
have both positive and negative parts at their own ends.

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