Mercy Final Project11

CHAPTER I
1. INTRODUCTION
1.1ORGANIZATION CLIMATE
Definition:
Organizational climate is a relatively ending quality of the internal environment
that is experienced by the members, influences their behavior and can described in terms of
values of a particular set of characteristics of the organization.
Meaning:
Organizational climate provides a useful platform for understanding each
characteristics of organization such as stability, creativity, innovation, communication and
effectiveness etc...
Organizational climate is about the perceptions of the climate AND about absolute
measures. Climate, as a metaphor is helpful - e.g. temperature is a measurable element of
geographic climate, but it is not the absolute temperature that matters as much as human
perception of it (is it cold, hot, or comfortable?). It is only after knowing what temperature
means in terms of human comfort, that measurement of temperature becomes
useful. Complicating perception is the probability that what may be too cool for one person
may be too warm for another and just right for someone else.
Similarly for organizations, the ‘climate’ may be regarded in absolute terms and measured by
instruments, but is ‘felt’ differently by individuals. The absolute climate may suit one person
and not another. “What it’s like to work here” or ‘How I feel when I work here”.
Climate is worthwhile to understand and measure because there are organizational and human
benefits a ‘good’ climate, and powerful disadvantages of many kinds of bad climate.
In an increasingly competitive trading environment, there are compelling reasons to improve

organisational performance. Typical targets for improvement programs are production
quantity and quality, innovation, and creativity. But how do you do all that? We know that
getting the entire organisational membership behind the performance push is important, but
how do you create a climate that motivates people to think about how they can improve
themselves and what they do for the organization’s goals?
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OrganisationalChange
what’s been tried
It would seem bold to suggest that any one simple process, or

change of process, could impact favorably on profit, employee turnover, EAP usage, sick
days, absenteeism, commitment, innovation, creativity, performance and ultimately on share
price, Organisational esteem, executive kudos and so on. In fact, it’s not such a big ask. It’s
just that we are more familiar with narrowly focused fads and management programs,
recognized by their three letter acronyms like MBO, JIT, QFD, CAT, TQC, QWL, TQP,
CAM, SPC, VAM, MAP, TQM, MRP, CRM and BPR, and probably others. Research into
their frequently poor ROI shows that they are usually applied in chunks and phases, and
usually fail because they are introduced more as a way to improve efficiency than to spread
strategic conversation focused on missions and visions.
Why is climate important?
Organisational climate is essentially about ‘what it’s like to work here’. True to the climate
metaphor, organisational climate is primarily about the perceptions of the climate rather than
its absolute measures. While temperature is an important measure of geographic climate, it is
not the temperature that is of interest, but our perception of it. What may be too cool for me
may be too warm for you.To facilitate measurement and manipulation of organisational
climate, researchers have dissected it’s characteristics and perceptions into categories such as
the nature of interpersonal relationships, the nature of the hierarchy, the nature of work, and
the focus of support and rewards. It is through those characteristics and perceptions that
climate has a bi-directional relationship with everything the organisation is and does - it
effects everything, and is effected by everything. For example:
• Organisational literature describes climates of crisis, trust, cooperation, calm, trust,

distrust, entrepreneurialism, innovation, fear, respect, collective learning, openness
and so on.
• Climates are also described as political, supportive, creative, strong, etc.
• For each climate there is an opposite: climate of calm vs crisis, and trust vs distrust
etc.
• Climate relates strongly to performance measures.
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Climate system is already there
An important point to recognize is that your organization’s climate system already exists –
it’s just that it is probably running amok. The relationships are already there between
performance and leadership, support, communication, profit and so on. It makes sense to
learn how to use it. A poor climate will effectively sabotage any other development effort.
Climate and strategic planning
Before organization-wide strategic thinking and conversation can occur, employees must
'feel' they are in a safe climate that encourages their understanding of , and involvement in,
strategic conversation . It is even intuitively reasonable to expect a different climate report
from within an organisation that merely 'permits' strategic thinking, to one that proactively
encourages it from within a climate of psychological safety. In support of this approach is
empirical evidence that climate and culture do indeed impact strategic thinking (Harris cited
in . This line of argument provides support for the possibility of using climate planning
intelligently - strategically - as a way to move strategic conversation throughout the
organisation. The same argument supports acknowledging human behaviour within the
resultant strategic plan - that is, the plan should acknowledge that it is dealing with humans.
In summary, the links between strategic plans and emotions can be demonstrated in three
ways. First there is the emotional involvement of participants to the process of developing
strategic plans. Secondly, every strategic plan impacts people, and therefore their climate.
The need to adjust plans to accommodate adverse impact on climate brings us to the need to
deliberately set out to influence climate. It is akin to a 'climate impact study' for strategic
plans. Finally, the previous two points prompt the suggestion that every strategic plan should
acknowledge and account for climatic impact, and prepare the climate as necessary. A
specific sub-strategy should conceivably be designed solely with emotional or climate goals.
The strategic value of having a particular type of climate for the organisation in question may
range from reducing turnover and absenteeism to enhancing organisational learning.
Strategic climate planning and alignment (the subject of current research & development
work by the author) therefore refers to an organisational system whereby the strategies that
result from scenario planning are considered in the light of ‘what kind of organisational
climate do we need?' for the various scenarios. The design of organisational climate should
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address both external and internal environments. This question about climate then drives a
new round of discussions by a similar spread of stakeholders to plan the climate that should
suit the scenarios and resultant strategies. It’s about learning how to adapt organisation
climate to suit the current business climate. More importantly though, it is about learning how
to create an organisational system that manages organisational climate - so that organisational
climate can easily, quickly and painlessly align with the next business climate.
Some people describe organisations in terms of warfare (objectives, goals), and

organisational processes in warlike terminology (strategic planning, tactics). Others, who
don't like the idea of having to go to war every day, prefer other more familial or paternal
analogies.
However, there is no avoiding the existence of competition between and within organisations,
and that humans love competition - judging by the strong support for sporting
activities. Humans also love challenge, judging by the recreational activities we
choose. Interestingly, sporting groups also use the same war-like terminology - strategies and
tactics.
CLIMATIC FACTORS:
"Inspiration is the impact of a fact on a prepared mind" - Louis Past

Groan Ekvall, professor emeritus of organizational psychology at the University Of Lund,
Sweden spent many years looking at the organizational climatic factors (or dimensions)
which affect organizational creativity.
THE IDENTIFIED 10 DIMENSIONS (DETAIL):
• Challenge (How challenged, emotionally involved, and committed are employees

to the work)
• Freedom (How free is the staff to decide how to do their job?)
• Idea time (Do employees have time to think things through before having to act?)
• Dynamism the eventfulness of life in the organization
• Idea support (Are there resources to give new ideas a try?)
• Trust and openness (Do people feel safe speaking their minds and offering
different points of view?)
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• Playfulness and humor (How relaxed is the workplace-is it okay to have fun.)
• Conflicts (To what degree do people engage in interpersonal conflict or warfare?)
• Debates (To what degree do people engage in lively debates about the issues)
• Risk-taking (Is it okay to fail?)
The dimensions can be grouped into three areas of Resources, Motivation, and
Exploration as follows:
Resources: Idea Time; Idea Support; Challenge and Involvement Personal
Motivation: Trust and Openness: Playfulness and Humor; Absence of Interpersonal Conflicts
Exploration: Risk-taking; Debates about the Issues; Freedom
EARLY FORMULATIONS OF THE CLIMATE CONSTRUCT
The concept of climate can be traced back to the work of Lewin, Lippitt and White
(1939) and a work entitled ‘Patterns of aggressive behavior in experimentally created social
climates’ (Denison, 1996; Schneider, 1990). The Lewin et. Al. (1939) study investigated the
relationship between leadership style and climate, a factor that has remained central to the
concept, Joyce and Slocum (1982) trace the concept back to the studies of Koffka (1935) on
‘behavior environment’; Lewin’s (1936) study on ‘life space’; and Murray’s (1938) work
on organizational climate. Lewin’s (1951) approach to climate was conceptualized by the
relationship between individuals, their social environment and how that is set in a framework.
Lewin expressed this in terms of simple equation:
B = f (P.E.) in which B = Behavior, E= Environment, and P = the person
It is clear from Lewin’s equation that the concept of climate takes a psychological
approach, focusing upon the individual and seeking to understand the cognitive processes and
behavior. Lewin’s conceptualization of the theory provides the underpinnings of many
studies and approaches to climate research.
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THREE APPROACHES TO THE CLIMATE CONSTRUCT:
James and Jones (1974) conducted a major review of the theory and research on
organizational climate ad identified climate in three separate ways that were not mutually
exclusive, (a) multiple measurement – organizational attribute approach, (b) perceptual
measurement – organizational attribute approach, and (c) the perceptual measurement –
individual attribute approach.
In the multiple measurement organizational approach james and jones cite forehand
and Gilmer (1964) as defining organizational climate as a defining organizational climate as
a “set of characteristics that describe an organization and that (a) distinguish the organization
from other organizations (b) are relatively enduring over time, and (c) influence the behavior
of people in the organization.
Schneider and Bartlett (1968) had proposed four organizational climate dimensions,
• Individual autonomy: based on the factors of the individual responsibility, agent

interdependence, rules orientation and opportunities for exercising individual
initiative.
• The degree of structure imposed upon the position: based on the factors of structure,
managerial structure and the closeness of supervision.
• Reward orientation: based upon the factors of reward, general satisfaction,
promotional-achievement orientation, and being profit minded and sales oriented.
• Consideration, warmth and support: based upon the factors of managerial support,
nurturing of subordinates and warmth and support.
In reviewing psychological climate as a set of perceptually based, psychological attributes

Jones and James (1979) noted that the process reflected the developments that had occurred
in the conceptualization of climate and the nature of its major influences. They propose that
psychological climate:
(a) refers to the individual’s cognitively based description of the situation;
(b) involves a psychological processing of specific perceptions into more abstract
depictions of the psychologically meaningful influences in the situation;
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(c) tends to be closely related to situational characteristics that have relatively direct and
immediate ties to the individual experience; and
(d) is multidimensional, with a central core of dimensions that apply across a variety of
situations(through additional dimensions might be need to better describe particular
situations. (Jones and James, 1979, p.205)
Schneider and Hall (1972) describe climate as a global perception held by individuals
about their own organizational environment.
Schneider and Snyder (1975) further clarified the approach by defining climate as a
summary perception which individuals form of (or about) an organization. For them it is a
global impression of the organization.
DEVELOPMENT OF CLIMATE INSTRUMENTS:
Current instruments include Patterson, Payne and west (1996) Business

Organization Climate Index that consists of 28 item scales however only eight were used
because of the length. Kozlowski and Doherty’s (1989) instrument uses 55 measures
consisting of 11 sub-scales that overlap with Jones and James (1979). Joyce and Slocum
(1982) used the same measures as Pritchard & Karasick (1973) with 10 dimensions that
were factor analyzed and reduced to six. Drexler’s (1977) survey of operations that was
based upon Taylor and Bowers (1972) a composite of several other instruments. Likert’s
(1976) profile of organizational characteristics.
Ryder and Southey (1190) used the James and Jones (1979) questionnaire as the basis for
their instrument which they applied to employees with a large public building construction
and maintenance authority in Australia. Modifications to the original instrument were
threefold, consisting of modifications to the wording, scaling and presentation format. Ryder
and Southey judged the scaling of the original instrument to be unsatisfactory.
Climate researchers typically placed greater emphasis on organizational member’s

perceptions of observable practices and procedures that are closer to the surface of
organizational life and categorization of these practices and perceptions into analytic
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dimensions defined by the researchers. (Denison, 1996, pp. 621 – 622). The studies have
claimed that climate has a considerable impact upon organizational effectiveness.
FRAMEWORK USED FOR ORGANIZATIONAL UNDERSTANDING:
There are several frameworks, which can be applied to study organization climate. Some
of these are
• Litwin & Stringer,(1968)- organizational attribute approach
• Schneider and Barlett(1968,1970)-individual attribute approach
Litwin & Stringer, (1968) has given a macro perspective of analyzing the organization.
According to them, “Climate can be defined as the perceived attributes of an organization and
its sub-systems as reflected in the way an organization deals with its members, groups and
issues”. The emphasis is on perceived attributes and the working of sub-systems. This frame
work emphasizes on motivational linkages and seems to be quite relevant for studying
organizational climate. Litwin & Stringer, (1968) Model: A brief the framework considers six
motives relevant for organizational climate.
1. Achievement – this motive is characterized by concern for excellence competition

against standards set by others or by oneself, the setting of challenging goals for
oneself, awareness of the obstacles that might be encountered in attempting to achieve
these goals, and persistence in trying alternative paths to ones goals.
2. Influence – this motive is characterized by a concern for making an impact on the
others, a desire to make people do what one thinks is right and an urge to change
situations and develop people.
3. Control – this is characterized by a concern for orderliness, a desire to be and stay
informed, an urge to monitor events and to make corrective action when needed, and a
need to display personal power.
4. Extension – this is characterized by a concern for others, interest in super ordinate
goals, and an urge to be relevant and useful to large groups, including society as a
whole.
5. Dependency – This motive is characterized by a desire for the assistance of the
others in developing oneself, a need to check with significant others (those who are
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more knowledgeable or have a higher status, experts, close associates and so on), a
tendency to submit ideas or proposals for the approval, and an urge to maintain a
relationship based on the other persons approval.
6. Affiliation – this is characterized by a concern for the establishing and maintaining
close personal relationships, and emphasis on friendship, and a tendency to express
ones emotions.
Schneider and Barlett(1968,1970)-individual attribute approach Schneider and Barlett view

organizational climate as perceptual as well as an individual attribute. Climate in this
approach is viewed as summary or global perception held by individuals about their
organizational environment. Some of them are encompassed by the work environment scale
developed by Moos in 1994. It includes various broad dimensions like Involvement, Co-
worker, Cohesion, Supervisor Support, Autonomy, Task Orientation, Work Pressure, Clarity,
Managerial Control, Innovation, Physical Comfort and others. The summary perceptions of
all the individuals taken together reflect an interaction between personal and organizational
characteristics, in which the individual by forms climate perceptions. This paper basically
tries to understand the organization on the basis of individual attribute approach.
IMPACT OF ORGANIZATIONAL CLIMATE:
Organizational climate has a major influence on human performance through

its impact on individual motivation and job satisfaction. It does this by carrying certain kinds
of expectancies about what consequences will follow from different actions. Individuals in
the organization have certain expectations and fulfillment of these expectations depend upon
their perception as to how the organizational climate suits to the satisfaction of their needs.
Thus organizational climate provides a type of work environment in which individuals feels
satisfied or dissatisfied. Since satisfaction of individual goes a long way in determining his
efficiency, organizational climate can be said to be directly related with his performance in
the organization.
AFFECTS MOTIVATION, PRODUCTIVITY AND JOB

SATISFACTION:
Organizational climate can have a major influence on motivation, productivity and

job satisfaction. Climate determines the action and it creates few expectations as to
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consequences. Employees expect certain rewards, penalties, satisfaction or frustrations based
on the organizational climate and their expectations tend to lead to motivation as said in
expectancy theory.
CONTINGENCY RELATIONSHIP:
There is a contingency relationship between climate and the organization. The

climate of an organization is contingent upon the type of employees. The type related to
employees education like technical workers, knowledge workers. For example, research
institutes certainly want a climate different from that of a workshop or an office.
SOCIAL SYSTEM:
Organizational climate represents the entire social system of a work-group. It is

clearly a system concept. There are two important aspects of climate: (1) workplace itself and
(2) Personal treatment of Management. If employees feel satisfied while at work and if
climate provides a sense of personal worth, it can be assumed that in that organization is
favorable. Employees expect the management to feel and care about their needs and
problems. If these two are favorable a good climate prevails in the organization.
A high level of organizational climate is necessary for the development of

organization. Good climate attracts good and efficient to the organization, who contribute to
the productivity of the organization.
DIMENSIONS OF ORGANIZATIONAL CLIMATE:

Organizational climate have used data relating to individual perception of
organizational properties in identifying organizational climate. Denison (1996) argues that
developing a universal set of dimensions was often the central issue of the climate researchers
so that comparative studies could be made possible in different organizational settings. He
compared this approach to that of the culture research that used a post-modem perspective
which examined the qualitative aspects of individual social contexts where each culture that
was seen as unique and was not expected to have general sable qualities which had become
central to the climate research.
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Jones and James (19790 argued that one of the assumptions of the climate
literature is that a relatively limited number of dimensions could characterize a wide cross-
section of social settings. Jones and James labeled their factors as follows:
• ‘Conflict and ambiguity’, which ‘reflected perceived conflict in organizational goals

and objectives, combined with ambiguity of organizational structure and roles, a lack
of interdepartmental cooperation, and poor communication from management. Also
included were poor planning, inefficient job design, a lack of awareness of employee
needs and problems, and a lack of fairness and objectivity in the rewards process.’
• ‘Job challenge, importance and variety’, which ‘reflected a job perceived as

challenging, which involve a variety of duties, including dealing with other people.
The job was seen as providing autonomy and feedback, and demanding high
standards of quality and performance.’
• ‘Leader facilitation and support’, which ‘reflected perceived leader behaviors such
as the extent to which the leader was seen as helping to accomplish work goals by
means of scheduling activities, planning, etc., as well as the extent to which he was
perceived as facilitating interpersonal relationships and providing personal support.’
• ‘Workgroup cooperation, friendliness, and warmth’, which ‘generally described

relationships among group members and their pride in the workgroup.’
• ‘Professional and organizational esprit’, which ‘reflected perceived external image

and desirable growth potential offered by the job. Also included were perceptions of
an open atmosphere to express one’s feelings and thoughts, confidence in the leader,
and consistently applied organizational policies, combined with no conflicting roles
expectations and reduced job pressure.’
• ‘Job standards’, which ‘reflected the degree to which the job was seens as having
rigid standards of quality and accuracy, combined with inadequate time, manpower,
training and resources to complete the task.
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CLIMATE SURVEY AS A TOOL:-
The Climate of your Organization is the State of its Health
How the employees feel about their jobs, their supervisors, their peers, top management, and
many other factors affects their individual productivity, and collectively the ability of the
organization to achieve its objectives.
Without a formal process, finding out about employee attitudes usually relies on the
manager's instincts or the employee's own willingness to communicate upward. But
managerial instinct rarely provides the kind of hard data needed for decision - making. And
most employees are hesitant to communicate anything but positive information to their
supervisors.
The formal process generally involves using a climate survey or questionnaire, and you have
probably learned that there are lots of them out there.
Organizational climate measures attempts to assess organizations in terms of dimensions that

are thought to capture or describe perceptions about the climate.
1. Structure - feelings about constraints and freedom to act and the degree of formality
or informality in the working atmosphere.
2. Responsibility - the feeling of being trusted to carry out important work.
3. Risk - the sense of riskiness and challenge in the job and in the organization; the
relative emphasis on taking calculated risks or playing it safe.
4. Warmth - the existence of friendly and informal social groups.
5. Support - the perceived helpfulness of managers and co-workers; the emphasis (or
lack of emphasis) on mutual support.
6. Standards - the perceived importance of implicit and explicit goals and performance
standards; the emphasis on doing a good job; the challenge represented in personal
and team goals.
7. Conflict - the feeling that managers and other workers want to hear different
opinions; the emphasis on getting problems out into the open rather than smoothing
them over or ignoring them.
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8. Identity - the feeling that you belong to a company; that you are a valuable member
of a working team.
9. Autonomy - the perception of self-determination with respect to work procedures,
goals and priorities;
10. Cohesion - the perception of togetherness or sharing within the organization setting,
including the willingness of members to provide material risk;
11. Trust - the perception of freedom to communicate openly with members at higher
organizational levels about sensitive or personal issues, with the expectation that the
integrity of such communications will not be violated;
12. Resource - the perception of time demands with respect to task competition and
performance standards;
13. Support - the perception of the degree to which superiors tolerate members'
behaviour, including willingness to let members learn from their mistakes without
fear of reprisal;
14. Recognition - the perception that members' contributions to the organization are
acknowledged;
15. Fairness - the perception that organizational policies are no arbitrary or capricious;
16. Innovation - the perception that change and creativity are encouraged, including risk
taking into new areas where the member has little or no prior
Assesses Company Values:- A Survey helps an organization to assess it own values so that
the organization comes to know that the Employees are following the set of values and they
are satisfied with it or not.
Making Strategic Decisions:- A Survey helps the organizations to take some strategic
decisions as all the decisions can’t be taken by the top level alone it needs to consult the
middle level and low level employees also.
Identifies Competency Levels:- Climate survey helps the management to identify the
competency levels of its employees and it can manage the work force accordingly.
Setting Organizational Goals: - The management can set and reset the goals of the
organization according to the work culture followed.
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Tracking Process: - Survey helps the organization to keep a track on the process that is
being performed in the organization so that it could bring any changes if needed at the right
time and right place.
Addressing Critical Issues: - A survey is also used to address and highlight the critical issue
that needs to come into the eye of the employees as well as the management.
Benefits of Organizational Climate Survey:-
1. Increase in Productivity: - The climate survey helps the organization by providing a

better work environment for its employees so that they are motivated and work
efficiently.
2. Reorganization of a Company: - Climate survey can also help the management to

reorganize the structure of the company.
3. Introduction of a new Product/Service: - In today’s environment no new product or
service can be launched without conducting a market research about the particular
product or service. It also helps the company to understand and locate their Target
Market.
4. Company Relocation: - If a company wants to shift the plant from one place to
another, Climate survey is a way in which it can approach its employees and know
what their views about the relocation of the plant are and are they willing to shift to
new place.
5. Change in Policies: - If an organization has brought any change in the policies of the
company, climate survey is a way through which it can know what the employees of
the organization feel about the new policies.
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CHAPTER 2
OVERVIEW OF PROFILE
2.1COMPANY PROFILE:
LINEA FASHIONS (INDIA)PRIVATE LIMITED has been incorporated as a

wholly owned subsidiary of MAS CAPITAL (INTERNATIONAL) limited ,Mauritius .
They are the largest manufacturers and exporters of premium lingerai in SRILANKA.
They export over twenty million pieces per year. They manufacture and export the
readymade garments for GAP, USA, Linea Fashions is a hundred percentage company and
formed to produce eight million pieces of premium men’s / Women’s foundation garment per
annum.
The factory is fully air conditioned and located at SDF III, MEPZ, Tambaram
Chennai 1400 people are employed pre-dominantly women, at full capacity.
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2.2. INDUSTRY PROFILE
Textiles and clothing sector is the largest employer after agriculture and its
importance’s in India economy is recognized for its contribution to industrial production and
export earnings. With the phasing out of the MultiForm Arrangement (MFA) by 2005 and
the removal of Quantitative Restriction (QR) and scheduled dismantling of tariff barriers by
the end of 2004 the industry will be required to achieve a competitive strength for its survival
in the global environment. India account for 3.30% of the world trade in textile and garments
and the phasing of MFA and QR will result in new opportunities emerging for the Indian
textile industry.
The Indian textile industry is one of the oldest and largest and the only vertically
integrated industry which is self-reliant and complete in value chain from raw material to the
highest value added products- garments/made-ups. The Indian textile industry is extremely
complex and varied with hand-spun and hand woven sector at one end of the spectrum and
the capital intensive sophisticated will sector at the other with the decentralized power loom
and knitting sectors coming in between this industry uses natural fibers-cotton, jute, silk and
as well as synthetic/man made fibers-polyester, viscose nylon, acrylic and their multiple
blends.
Since 1974 the Multi Fiber Arrangement (MFA) has governed international trade in
textiles and clothing. It enabled the developed nations, chiefly the USA, European Union and
Canada to restrict imports from developing countries through a system of quotas. The
Agreement on Textiles and Clothing (ATC) to abolish MFA quotas marked a significant
turnaround in the global textile trade. The ATC has progressively fazed out import quotas
established under MFA and integrated textiles and clothing into the multilateral trading
system by January 2005.
It’s observed that China, India, Pakistan, Taiwan, Hong Kong, Brazil, Indonesia,
Turkey and Egypt will emerge as the winners in this post-quota regime. In India, the textiles
and garments industry is one of the largest and most prominent sectors of our economy, in
terms of output, foreign exchange earnings and employment generation. Hence ATC has
provided opportunities for the Indian textile / garment industry to grow manifold.
The other side of this change is the threats imposed by way of stringent competition
from other developing countries. Currently world garment trade is US$ 195 Billion annually.
The biggest manufacturer and supplier is china producing over $ 50 billion, followed by
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many countries making and exporting garments worth $ 5-6 billion annually. Now the real
question is whether India will move from the current level of $ 6 billion annually to 7 billion
only or from $ 6 billion to 12 billion in the next 3 years.
The Indian textile industry has embarked on an investment programme of US$ 31

billion, for the financial year 2009-2010 buoyed up by higher investments, production and
exports in the post-quota regime reflecting the resurgent mood of the Indian textile industry.
The Indian Government has raised the bar on export target for textiles and clothing to US$
115 billion by the terminal year of the Eleventh Five Year Plan Period (2011-2012). India’s
Textile Minister, Mr. Shankersinh Vaghela, cited the upsurge of investments in textile sector.
Such investments in the textile sector during the last two years have been witnessing a secular
increase; he said adding that investments in year 2006 were estimated at US$ 6 billion. The
Minister said that India’s textile industry was aiming an investment of the order of US$ 31
billion (i.e. Rs 1, 40,000 crore) by 2010, so as to double India’s share of global trade in
textiles and clothing. On exports, the Textile Minister stated that after the abolition of the
quota regime governing global trade in textiles and clothing in December 2004, textile
exports logged a robust 22 per cent growth in financial year 2005-2006 to touch a new peak
of US$ 17 billion.
Both readymade garments and home textile articles were the major products, which
represent the highest end of textile value chain. In the second year of quota-free regime,
India’s textile exports to the United States, the biggest market for India, reached a level of
US$ 3,871 million during the period January-August 2006.
The Indian Government is committed to providing the Indian textile industry with
adequate infrastructure facilities and the scheme for integrated textile parks announced after
the merger of two existing schemes had been widely received by the industry. As many as 26
integrated parks have been sanctioned with a project cost of Rs 2,430 crore involving
investments of more than Rs 2,400 crore and additional employment generation of more than
five lakh persons. The Indian Government was providing a grant of Rs 866 crore for the
sanctioned project.
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CHAPTER 3
DESIGN OF THE STUDY
3.1 OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVE:
1. To analyze the existing organizational climate at Linea Fashions India Private India.
2. To study the level of organization climate prevailing in the organization.
SECONDARY OBJECTI VES:

1. To study the employees attitude towards the organization environment of Linea
Fashions India Private Limited.
2. To analyze the various factors of organizational climate that influences the
employees.
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3.2 SCOPE OF THE STUDY:
The study has been undertaken:
 To assess the real opinion and mindset of employees and aids to

meet out their expectations in future this in turn will increases
the volume and quality of output.
 To understand the employee psychology on organization climate

so that the organization can take appropriate measures.
 To throw light on the effectiveness of the organization climate

provided to the employees, so that it can create the root for further
improvement.
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3.3 NEED FOR THE STUDY
Organizational climate is the manifestation of the attitudes of organizational members
towards the organization itself. Organizational climate is a relatively ending quality of the
internal environment that is experienced by the members, influences their behavior and can
described in terms of values of a particular set of characteristics of the organization.
Organizational climate is the set of characteristics that describe an organization and

that (a) distinguish one organization from other organizations; (b) are relatively enduring over
time and (c) influence the behavior of the people in the organization
An organizational climate study enables a successful organization to operate more

efficiently through the use of worker input and satisfaction ratings.
The study is required for the following purposes:
1. To analyze the perception of employee about the working environment.
2. To find out the characteristics of an organizational climate.
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3.4 LIMITATIONS OF THE STUDY:
1. As the study was conducted for the academic purpose the

time of the study was limited for conducting the study hence the researcher has
not been able to analyze all the facts relating of study.
2. The present study is based on the opinions expressed by the
employees and the opinions are likely to overtime.
3. Though assured of confidentially still some of the
respondents hesitated to answer freely and firmly.
4. Since the attitude of respondents is bound to change from
time to time the results of the study may not be universal
5. Time constraints being one of the major limitations, only a
sample of 100 employees is taken and it was not possible to study the variables in
depth since it was a time bound study.
21
3.5 REVIEW OF LITERATURE
Climate was first very comprehensively defined by

Argyris (1958). In his attempt to diagnose the group dynamics in a bank, Argyris introduced
the concept of Organizational climate. In that paper Argyris defined climate in terms of
formal organizational policies, employee needs, values, and personalities. This paper also
triggered off the popular ambiguity between culture and climate that persisted till late 70’s in
the realm of Organizational studies. The famous book ‘The Human Side of Enterprise’ (1960)
opened a new horizon of management science. It introduced many pioneering concepts of
organizational and industrial psychology. McGregor in this book elaborated the concept of
managerial climate. He argued that the climate is primarily determined by the managerial
assumptions and the relationship between the managers and their subordinates.
Forehand and Gilmer (1964) defined Organizational
climate as a ‘set of characteristics that (a) describe the organization and distinguish it from
other organizations (b) are relatively enduring over time and (c) influence the behavior of
people in the organization.’ Gregopoulos (1963) defined Organizational climate as a
‘normative structure of attitudes and behavioural standards which provided a basis for
interpreting the situations and act as a source of pressure for directing activities.’
In their extensive research work Litwin and Stringer
(1966) introduced a very comprehensive framework of Organizational climate. They
provided six dimensions of Organizational climate that include i) structure ii) responsibility
iii) reward iv) risk v) warmth and vi) support.
Vidyasagar University Journal of Commerce Vol. 12, March 2007
Development of the conceptual framework of Organizational climate by Kaushik

Kundu
This article has tried to make a review of the significant research works on Organizational
climate. It has been observed that though the term was almost as old as the concept of
management itself, an initial framework of Organizational climate was not found until
1964.All the earlier studies on Organizational climate can be broadly classified under three
principal approaches - MMOAA, PMOAA, and PMIAA. The first approach essentially
emphasize on organizational model, taxonomy, context, and structure. The second approach,
22
PMOAA considers OC as a set of attributes and delves into the question how the organization
deals with its members’ perceptions. The third and the last approach (PMIAA) basically
enquire into the individual perceptions on the organizational environment. The dimensions
for Organizational climate have been evolved from various researches under the three
approaches. Basically the climate can be divided into two parts: i) Organizational climate -
from organizational viewpoint and ii) Psychological climate - from individual viewpoint.
Finally in search of a unified theory the concept of “Collective climate” becomes very useful.
This concept considers shared individual perceptions of work environment and also considers
the influences like technology, demographics, etc. The strategic context of Collective climate
is found to be one of the most effective models for diagnosing Organizational climate.
The Impact of organizational climate Factors on Efficiency by Wyndham Consulting
Group Pty Ltd
The climate characteristics that were found to have the highest impact on efficiency in order
of significance are:
• Communication;
• Goal Clarity;
• WorkingRelationships;and
• Customer Service.
Closely associated with the concept of organizational climate is the concept of

"organizational health" discussed by Matthew B. Miles. Miles suggests 10 criteria for judging
the health of an institution or organization.
Goal Focus: The goals of the organization should be reasonably

clear to those in the system.
Communication Adequacy: There should be relatively little distortion
of communication-vertically or horizontally and information should travel
reasonably well.
Optimal Power Equalization: Subordinates should be able to influence upward
and even more important; they should perceive that their boss can do likewise
with his boss. Intergroup struggles for power should not be bitter although conflict
would be present.
23
Resource Utilization: The system's inputs, especially human resources, should be
used effectively.
Cohesiveness: The organization should know "who it is"; its members should feel
attracted to the organization.
Morale: Individuals should take satisfaction from their work, and a sense of
general well-being should prevail.
Innovativeness: A healthy system should tend to invent new procedures, move
toward new goals, produce new kinds of products, diversify itself, and become
more rather than less differentiated over a period of time.
Autonomy: The organization should attain that degree of independence from the
environment which allows interaction with the environment but not control by it.
Adaptation: The system should be able to bring about corrective change in itself
faster than the change cycle in the surrounding environment.
Problem-solving Adequacy: Problems should be solved with minimal energy; they
should stay solved; and the problem solving mechanisms used should not be
weakened, but maintained and strengthened.
Institutions and organizations judged to be "healthy" on the basis of the preceding criteria
developed by Miles would most likely be considered as having an "open", as opposed to a
"closed" climate.
Influenced by Milton Rokeach's concepts (The Open and Closed Mind, Basic Books, New
York, 1961), Halpin and Croft chose to name the ends of the organizational climate
continuum as "open" and "closed". An "open" climate is characterized by functional
flexibility, where Esprit, Thrust, and Consideration are high; Disengagement,
change in itself faster than the change cycle in the surrounding environment.
Problem-solving Adequacy: Problems should be solved with minimal energy; they
should stay solved; and the problem solving mechanisms used should not be
weakened, but maintained and strengthened.
Institutions and organizations judged to be "healthy" on the basis of the preceding criteria
developed by Miles would most likely be considered as having an "open", as opposed to a
"closed" climate.
24
Influenced by Milton Rokeach's concepts (The Open and Closed Mind, Basic Books, New
York, 1961), Halpin and Croft chose to name the ends of the organizational climate
continuum as "open" and "closed". An "open" climate is characterized by functional
flexibility, where Esprit, Thrust, and Consideration are high; Disengagement,
25
3.6 RESEARCH METHODOLOGY
RESEARCH DESIGN:
The study is descriptive research study. The main purpose of descriptive

research is description of the state of affairs as it exists at present. In the present study,
descriptive method is used to study the prevailing organizational climate.
DATA COLLECTION METHOD:
The primary data was collected through a well structured questionnaire with
close-ended questions measures at 5-point likert type scale and suggestion questions.
Secondary data required for the project was collected from the company records and Internet.
SAMPLING PLAN:
Simple convenience sampling method is used. Sample size consists of
100 respondents.
STATISTICAL TOOLS:
Simple percentage analysis and tabulation is used to analysis the data. Bar
diagram is used to give pictorial representation to the analysis. The following test was used
for the study.
• Standard deviation
• ANOVA
26
PERCENTAGE ANALYSIS:
Percentage refers to a special kind of ratio. Percentage is used in making

comparison about two or more series of data. Percentage as also used to describe relationship.
It is also used to compare the relative term’s dx of two or more series of data.
Formula:
Number of respondents
x 100
Total no. of respondent
STANDARD DEVIATION:
Karl Pearson introduced the concept of Standard Deviation is 1893. It is the

most important measure of dispersion and is widely used in many statistical formulae.
It is defined as positive squares-root of the arithmetic mean of the squares of the deviations of
the given observation from their arithmetic mean. The standard deviation by the Greek Letter
σ (sigma)
Formula:
σ= ∑( X
2
−x ) /N
ANOVA:
The analysis of variance frequently referred to by the contraction ANOVA is a
statistical technique specially designed to test whether the means of more than two
quantitative populations are equal.
The analysis of variance technique developed by R.A. Fisher in 1920’s diversified

practical problems. Basically, it consists of classifying and cross classifying statistical results
and testing whether the means of a specified classification differ significantly. In this way it
is determined whether the given classification is important in affecting the results.
27
In one way classifications the data are classified according to only one criterion. The null
hypothesis is
H0=M1=M2=M3=……….MK.
H1=M1=M2=M3=…….....MK.
To find the correlation factor:
C.F = T2
Total number of items in the given data.
To calculate the value of F:
F= Variance between Samples
Variance with in Samples
Source of Sum of Degree of Variance

Variation Squares Freedom
Between Samples SSC V1=C-1

SSC/C-1
Within Samples SSE V2=N-C

SSE/N-C
28
CHAPTER 4
ANALYSIS AND INTERPRETATION
Table 4.1:
Age of the respondents
S. No. Age No of Respondents Percentage
1. 20 – 30 years 19 19
2. 30 – 40 years 66 66
3. 40 - 50 years 10 10
4 Above 50 5 5
Total 100 100
Inference:
The above reveals the fact that Majority of the respondents, about 66% belong to
the category of 30–40 years of age and 19% belong to the category of 20-30 years of age and
10% belong to the category of 40-50 years of age and 5% belong to the category of above 50
years of age.
Chart 4.1:
Age of the respondents
29
70
66
60
50
e
tag40
cen
Per30
20 19
10
10
5
0
20 – 30 years 30 – 40 years 40 - 50 years Above 50
Table4. 2:
Educational Qualification of the respondents
S. No. Qualification No of Respondents Percentage
1. Below SSLC 18 18
2. SSLC 45 45
3. XII 30 30
4. Diploma 5 5
5. Degree 2 2
Total 100 100
Inference:
The above reveals the fact that about 18% of the respondents are Below SSLC,
45% of the respondents are SSLC and 30% of the respondents are 12 th standard. 2% of the
respondents are degree holders and 5% of the respondents are diploma holders.
Chart4. 2:
Educational Qualification of the respondents
30
50
45
45
40
35
e 30
30
tag
cen25
Per
20 18
15
10
5
5
2
0
Below SSLC SSLC XII Diploma Degree
Table 4.3:
Respondents working years of experience in MLF
S. No. Working Since No of Respondents Percentage

1. Below 5 12 12
2. 5 – 10 10 10
3. 10 – 15 52 52
4. 15 – 20 20 20
5. Above 20 6 6
Total 100 100
Inference:
From the above fact, the workings experiences in the organization of the
respondents are about 52% belong to the category of 10-15 years and 20% belong to the
category of 15-20 years. 6% of the respondents belong to the category of above 20 years and
10% of the respondents belong to the category of 5 -10 years and 12% belong to the category
of below 5 years.
Chart 4.3:
Respondents working years of experience in MLF
31
60
52
50
40
e
tag
cen30
Per
20
20
12
10
10
6
0
Below 10 5 – 10 10 – 15 15 – 20 Above 20
Table 4.4:
Response regarding safe working environment
S. No. Opinion Number of Percentage

Respondents
1. Strongly Disagree 4 4
2. Disagree 4 4
3. Neutral - -
4. Agree 71 71
5. Strongly Agree 21 21
Total 100 100
Inference:
Nearly 71% of the respondents agree with the safe working environment, 21% of
the respondents strongly agree. 4% of the respondents disagree and remaining 4% of the
respondents are strongly disagreeing related to safe working environment.
32
Chart 4.5:
Response regarding safe working environment
80
71
70
60
e50
tag
40
cen
Per
30
21
20
10
4 4
0
0
Strongly Disagree Disagree Neutral Agree Strongly Agree
Table4. 5:
Response regarding work area with clean, comfortable and necessary

equipments

Respondents
1. Strongly Disagree - -
2. Disagree 8 8
3. Neutral 4 4
4. Agree 63 63
Total 100 100
33
Inference:
From the above fact, it is clear that 25% of the respondents strongly agree and
63% agree that their work area is clean and comfortable with necessary equipments. 8%
disagree and 4% of the respondents have no idea.
Chart4. 5:
Response regarding work area with clean, comfortable and necessary

equipments
70
63
60
50
e
40
tag
cen
Per30
25
20
10 8
4
0
0
Table4. 6:
Response regarding maintaining a good balance between work & other
aspects of life
34
Respondents
2. Disagree 1 1
3. Neutral 3 3
4. Agree 70 70
Total 100 100
Inference:
From the above reveals the fact that 24% strongly agree and 70% agree that they
maintain a good balance between work and other aspect of life, 3% have no idea and
remaining 1% disagree and 2% strongly disagree.
Chart 4.6:
Response regarding maintaining a good balance between work & other

aspects of life
80
70
70
60
e 50
tag
cen 40
Per
30
24
20
10
2 3
1
0
35
Table 4.7:
Response regarding satisfaction with the working condition

Respondents
2. Disagree 7 7
3. Neutral 1 1
4. Agree 72 72
Total 100 100
Inference:
From the above reveals the fact that 17% of the respondent strongly agree and
72% agree with the satisfaction of the working conditions. 1% has no idea and remaining 7%
disagree and 3% strongly disagree.
Chart4. 7:
Response regarding satisfaction with the working condition
36
80
72
70
60
e 50
tag
cen40
Per
30
20 17
10 7
3
1
0
Table4. 8:
Response regarding flexibility to arrange work schedule to meet

personal/family responsibilities

Respondents
2. Disagree 18 18
3. Neutral 4 4
4. Agree 65 65
Total 100 100
Inference:
37
From the above reveals the fact that majority of the respondents, about 13%
strongly agree and 65% agree that they have flexibility to arrange work schedule to meet
personal/family responsibilities. 18% disagree and 4% have no opinion.
Chart4. 8:
Response regarding flexibility to arrange work schedule to meet

personal/family responsibilities
70
65
60
50
e
tag
cen40
Per
30
20 18
13
10
4
0
0
Table 4.9:
Response regarding superior help and support

Respondents
2. Disagree 1 1
3. Neutral 2 2
4. Agree 75 75
Total 100 100
38
Inference:
From the above fact reveals that employees receive help and support from the
superior. Majority of the respondents about, 75% agree and 21% strongly agree. 2% have no
idea, 1% percent disagrees and 1% strongly disagrees.
Chart4. 9:
Response regarding superior help and support
80
75
70
60
e 50
tag
cen40
Per
30
21
20
10
1 1 2
0
Table4. 10:
Response regarding feedback by superior
39
Respondents
2. Disagree 1 1
3. Neutral 9 9
4. Agree 69 69
Total 100 100
Inference:
From the above fact it is clear that 21% strongly agree and 69% agree that they
receive regular feedback from their superiors. 9% have no idea and 1% disagrees.
Chart4. 10:
Response regarding feedback by superior
80
70 69
60
e
50
tag
cen
40
Per
30
21
20
10 9
0 1
0
40
Table4. 11:
Response regarding working with co-workers

Respondents
2. Disagree - -
3. Neutral 1 1
4. Agree 72 72
Total 100 100
Inference:
Nearly 72% of the respondents agree and 27% strongly agree with the fact that
they work in team with co-workers and 1% of the respondents have no idea.
Chart4. 11:
Response regarding working with co-workers
41
80
72
70
60
e 50
tag
cen 40
Per
30 27
20
10
0 0 1
0
Table4. 12:
Response regarding communication

Respondents
2. Disagree 6 6
3. Neutral 6 6
4. Agree 66 66
Total 100 100
42
Inference:
From the above fact it is clear that majority of the respondents, about 22 % strongly
agree and 66% agree that their department communicate well with other department. 6%
disagree and 6% have no idea.
Chart4. 12:
Response regarding communication
70
66
60
50
e
tag
cen 40
Per
30
22
20
10
6 6
0
0
Table 4.13:
Response regarding department contribution

Respondents
2. Disagree 1 1
3. Neutral 24 24
4. Agree 66 66
Total 100 100
43
Inference:
From the above fact it is clear that 28% of the respondents strongly agree and 66%
agree that their department make a valuable contribution to the organization. 1% of the
respondents disagree and 1% of the respondents strongly disagree and 24% of the
respondents have no opinion.
Chart4. 13:
Response regarding department contribution
70
66
60
50
e
tag40
cen
30
Per 28
24
20
10
1 1
0
Table 4.14:
Response regarding department meets its customer requirements
44
Respondents
2. Disagree - -
3. Neutral 2 2
4. Agree 68 68
Total 100 100
Inference:
From the above fact it is clear that majority of the respondents, about 29%
strongly agree and 68% agree that their departments meet its customer requirements.
1% of the respondents strongly disagree and 2% of the respondents have no opinion.
Chart 4.14:
Response regarding department meets its customer requirements
80
70 68
60
e 50
tag
cen40
Per
30 29
20
10
1 2
0
0
45
Table4. 15:
Response regarding management attention towards suggestion

Respondents
2. Disagree - -
3. Neutral 1 1
4. Agree 75 75
Total 100 100
Inference:
From the above fact it is clear that 24% strongly agree and 75% of the respondents
agree that management pays careful attention to their suggestion and 1% of the respondents
have no opinion.
Chart 4.15:
Response regarding management attention towards suggestion
46
80
75
70
60
e50
tag
40
cen
Per
30
24
20
10
0 0 1
0
Table4. 16:
Response regarding trust in management

Respondents
2. Disagree 1 1
3. Neutral 1 1
4. Agree 66 66
Total 100 100
Inference:
47
From the above fact it is clear that 32% strongly agree and 66% agree that they
trust management.1% of the respondent disagree and 1% of the respondent have no opinion.
Chart 4.16:
Response regarding trust in management
70
66
60
50
e
40
tag
32
cen
30
Per
20
10
0 1 1
0
Table 4.17:
Response regarding management understanding

Respondents
2. Disagree 2 2
3. Neutral 4 4
4. Agree 68 68
Total 100 100
48
Inference:
From the above fact it is clear that majority of the respondent, about 26% strongly
agree and 68% agree that management understand what is going on in their department. 4%
have no opinion and 2% disagree.
Chart 4.17:
Response regarding management understanding
80
70 68
60
e 50
tag
cen40
Per
30
26
20
10
4
2
0
0
Table4. 18:
Response regarding treated with respect
49
Respondents
2. Disagree 2 2
3. Neutral 4 4
4. Agree 69 69
Total 100 100
Inference:
Nearly majority of the respondents agree that they are treated with respect.
25% strongly agree and 69% agree. 4% of the respondents have no opinion and 2% of the
respondents disagree.
Chart 4.18:
Response regarding treated with respect
80
70 69
60
e 50
tag
cen40
Per
30
25
20
10
4
2
0
0
50
Table 4.19:
Response regarding suggestions for the development of the organization

Respondents
2. Disagree 2 2
3. Neutral 2 2
4. Agree 74 74
Total 100 100
Inference:
From the above fact it is clear that majority of the respondent, about 21%
strongly agree and 74% agree that they wish to give suggestion for the development of the
organization. 2% have no opinion and 2% disagree and 1% strongly disagree.
Chart 4.19:
Response regarding suggestions for the development of the organization
51
80
74
70
60
e 50
tag
cen 40
Per
30
21
20
10
1 2 2
0
Table4. 20:
Response regarding information

Respondents
2. Disagree 4 4
3. Neutral 29 29
4. Agree 64 64
Total 100 100
Inference:
From the above fact it is clear that majority of the respondents, about 20% strongly
agree and 64% agree that management adequately inform to the department about what is
52
going on in the organization. 29% have no opinion and 4% disagree and 2% strongly
disagree.
Chart 4.20:
Response regarding information
70
64
60
50
e
tag40
cen
Per30 29
20
20
10
4
2
0
Table 21:
Response regarding work process

Respondents
2. Disagree 3 3
3. Neutral 3 3
4. Agree 74 74
Total 100 100
53
Inference:
From the above fact it is clear that 20% strongly agree and 74% agree that the
organization encourages them to develop improved work process. 3% have no opinion and
3% of the respondents disagree.
Chart 21:
Response regarding work process
80
74
70
60
e 50
tag
cen40
Per
30
20
20
10
3 3
0
0
Table4. 22:
Response regarding involvement in decision making
54
Respondents
2. Disagree 4 4
3. Neutral 15 15
4. Agree 62 62
Total 100 100
Inference:
From the above fact it is clear that majority of the respondents, about
18% strongly agree and 62% agree that management seeks the involvement of employees in
decision making. 15% have no opinion, 4% disagree and 1% strongly disagrees.
Chart4. 22:
Response regarding involvement in decision making
70
62
60
50
e
tag40
cen
Per30
20 18
15
10
4
1
0
55
Table 4.23:
Response regarding individual needs

Respondents
2. Disagree 14 14
3. Neutral 12 12
4. Agree 61 61
Total 100 100
Inference:
strongly agree and 61% agree that organization is sensitive towards their individual needs.
12% have no opinion and 14% disagree
Chart 23:
Response regarding individual needs
56
70
61
60
50
e
tag 40
cen
Per 30
20
14 13
12
10
0
0
Table 24:
Response regarding knowledge of other department

Respondents
2. Disagree 4 4
3. Neutral 12 22
4. Agree 61 61
Total 100 100
Inference:
57
strongly agree and 61% agree that they know what is happening in other department. 22%
have no opinion and 4% disagree and 1% strongly disagrees.
Chart 24:
Response regarding knowledge of other department
70
61
60
50
e
tag 40
cen
Per 30
22
20
12
10
4
1
0
Table 4.25:
Response regarding recognition of good work

Respondents
2. Disagree 4 4
3. Neutral 6 6
4. Agree 65 65
Total 100 100
58
Inference:
strongly agree and 65% agree that they are recognized for their good work. 6% have no
opinion and 4% of the respondents disagree.
Chart 25:
Response regarding recognition of good work
70
65
60
50
e
tag40
cen
Per30
25
20
10
6
4
0
0
Table 4.26:
Response regarding receiving appropriate feedback about performance
59
Respondents
2. Disagree 4 4
3. Neutral 3 3
4. Agree 77 77
Total 100 100
Inference:
strongly agree and 77% agree that they receive appropriate feedback about their performance
from the management. 3% have no opinion, 4% disagree and 1% strongly disagrees.
Chart4. 26:
Response regarding receiving appropriate feedback about performance
90
80 77
70
60
e
tag50
cen
Per40
30
20 15
10
4 3
1
0
60
Table 4.27:
Response regarding work expectation
Opinion Number of Percentage

S. No. Respondents
2. Disagree 2 2
3. Neutral 10 10
4. Agree 70 70
Total 100 100
Inference:
From the above fact it is clear that majority of the respondents, about
18% strongly agree and 70% agree that realistic work is expected by the management. 10%
have no opinion and 2% disagree.
Chart4. 27:
Response regarding work expectation
61
80
70
70
60
e
50
tag
cen
40
Per
30
20 18
10
10
2
0
0
Table 4.28:
Response regarding satisfaction with the pay and benefit

Respondents
2. Disagree 17 17
3. Neutral 3 3
4. Agree 60 60
Total 100 100
Inference:
62
From the above fact reveals the employees satisfaction with the pay and benefit
they receive. 17% of the respondents strongly agree, 60% agree, 3% have no idea and 17%
disagree and 3% strongly disagree.
Chart4. 28:
Response regarding satisfaction with the pay and benefit
70
60
60
50
e
tag40
cen
Per30
20 17 17
10
3 3
0
Table4. 29:
Response regarding promotions based on the performance

Respondents
2. Disagree 9 9
3. Neutral 10 10
4. Agree 67 67
Total 100 100
63
Inference:
strongly agree and 67% agree promotions are based on performance. 10% have no opinion,
9% disagree and 1% strongly disagrees.
Chart4. 29:
Response regarding promotions based on the performance
80
70 67
60
e 50
tag
cen40
Per
30
20
13
9 10
10
1
0
Table 4.30:
Response regarding job related training
64
Respondents
2. Disagree 5 5
3. Neutral 3 3
4. Agree 72 72
Total 100 100
Inference:
agree that they receive adequate job related training. 5% of the respondents disagree and 2%
of the respondents strongly disagree and 3% of the respondents have no opinion
Chart 4.30:
Response regarding job related training
80
72
70
60
50
e
40
entag
Perc
30
20 18
10
5
2 3
0
65
Table 4.31:
Response regarding skills to perform job effectively

Respondents
2. Disagree - -
3. Neutral 4 4
4. Agree 68 68
Total 100 100
Inference:
From the above fact it is clear that 28% of the respondents strongly agree and
68% agree that they have skills to perform job effectively. 4% of the respondents have no
opinion
Chart4. 31:
Response regarding skills to perform job effectively
66
80
70 68
60
e50
tag
40
cen
Per
30 28
20
10
4
0 0
0
Table4. 32:
Response regarding improving performance

Respondents
2. Disagree 4 4
3. Neutral 14 14
4. Agree 71 71
Total 100 100
Inference:
67
strongly agree and 71% agree that training helps to improve performance. 14% have no
opinion and 4% strongly disagree.
Chart4. 32:
Response regarding improving performance
80
71
70
60
e 50
tag
cen 40
Per
30
21
20
14
10
4
0
0
Table 4.33:
Response regarding stress in job

Respondents
2. Disagree 50 50
3. Neutral 5 5
4. Agree 35 35
Total 100 100
68
Inference:
From the above fact it is clear that 50% of the respondents strongly disagree and
35% agree that they have stress in job. 1% of the respondents strongly disagree and 9% of the
respondents strongly agree. 5% of the respondents have no opinion
Chart4. 33:
Response regarding stress in job
60
50
50
40
e 35
tag
cen30
Per
20
10 9
5
1
0
Table4. 34:
Response regarding career development
69
Respondents
2. Disagree 2 2
3. Neutral 5 5
4. Agree 75 75
Total 100 100
Inference:
agree and 75% agree that organization help them to develop themselves and their career. 5%
have no opinion and 2% strongly disagree.
Chart 4.34:
Response regarding career development
80
75
70
60
e 50
tag
cen40
Per
30
20 18
10
5
2
0
0
70
Table 4.35:
Response regarding work overloaded

Respondents
2. Disagree 45 45
3. Neutral 10 10
4. Agree 38 38
Total 100 100
Inference:
From the above fact it is clear that 45% of the respondents strongly disagree and
38% agree that there work is overloaded. 5% of the respondents strongly agree and 2% of the
respondents strongly disagree. 10% of the respondents have no opinion
Chart 4.35:
Response regarding work overloaded
71
50
45
45
40 38
35
e
30
tag
cen
25
Per
20
15
10
10
5
5
2
0
Table4. 36:
Response regarding willingness to put extra effort

Respondents
2. Disagree 1 1
3. Neutral 2 2
4. Agree 75 75
Total 100 100
72
Inference:
strongly agree and 75% agree that they are willing to put extra efforts. 2% have no opinion ,
1% disagree and 1% strongly disagree.
Chart 4.36:
Response regarding willingness to put extra effort
80
75
70
60
50
ntage
Perce
40
30
21
20
10
1 1 2
0
Table 4.37:
Response regarding proud to work in MLF

Respondents
2. Disagree 1 1
3. Neutral 2 2
4. Agree 67 67
Total 100 100
73
Inference:
agree that they are proud to work in the organization. 2% of the respondents have no opinion
and 1% of the respondent disagrees.
Chart 4.37:
Response regarding proud to work in MLF
80
70 67
60
e
50
entag
Perc
40
30
30
20
10
1 2
0
0
Table4. 38:
Response regarding loyal towards MLF
74
Respondents
2. Disagree 1 1
3. Neutral 3 3
4. Agree 65 65
Total 100 100
Inference:
65% agree that they are loyal to the organization. 3% of the respondents have no opinion and
1% of the respondent disagrees.
Chart4. 38:
Response regarding loyal towards MLF
70
65
60
50
e
tag40
cen
Per 31
30
20
10
3
0 1
0
75
Table 4.39:
Response regarding plan to spend entire career in MLF

Respondents
2. Disagree 3 3
3. Neutral 21 21
4. Agree 67 67
Total 100 100
Inference:
strongly agree and 67% agree that they plan to spend their entire career in the organization.
21% have no opinion and 3% disagree.
Chart4. 39:
Response regarding plan to spend entire career in MLF
76
80
70 67
60
e50
tag
cen
40
Per
30 29
21
20
10
3
0
0
Table4. 40:
Response regarding high working morale

Respondents
2. Disagree 1 1
3. Neutral 3 3
4. Agree 65 65
Total 100 100
Inference:
77
65% agree that they have high working morale. 3% of the respondents have no opinion and
1% of the respondent disagrees.
Chart 4.40:
Response regarding high working morale
70
65
60
50
e
tag40
cen
31
Per30
20
10
3
0 1
0
Table 4.41:
Response regarding recommending MLF to others as a best place to work

Respondents
2. Disagree 5 5
3. Neutral 1 1
4. Agree 59 59
Total 100 100
78
Inference:
agree and 59% agree that they will recommend to others as a best place to work. 1% of the
respondents have no opinion and 5% disagree.
Chart4. 41:
Response regarding recommending MLF to others as a best place to work
70
60 59
50
e
tag40
35
cen
Per30
20
10
5
0 1
0
OVERALL ORGANIZATIONAL CLIMATE
Objective:
 To find the overall Organizational Climate level in the organization.
79
Karl Pearson’s standard deviation is applied to analysis the level of Organizational Climate in
the organization.
Table4. 42:
No of Response Values(X) (X- x ) (X- x )2

1 155 3.05 9.3025
2 140 -11.95 142.8025
3 142 -9.95 99.0025
4 159 7.05 49.7025
5 148 -3.95 15.6025
6 148 -3.95 15.6025
7 165 13.05 170.3025
8 152 0.05 0.0025
9 163 11.05 122.1025
10 177 25.05 627.5025
11 118 -33.95 1152.603
12 143 -8.95 80.1025
13 152 0.05 0.0025
14 152 0.05 0.0025
15 158 6.05 36.6025
16 144 -7.95 63.2025
17 142 -9.95 99.0025
18 138 -13.95 194.6025
19 139 -12.95 167.7025
20 147 -4.95 24.5025
21 190 38.05 1447.803
22 150 -1.95 3.8025
23 154 2.05 4.2025
24 151 -0.95 0.9025
25 146 -5.95 35.4025
26 166 14.05 197.4025
27 150 -1.95 3.8025
28 148 -3.95 15.6025
29 150 -1.95 3.8025
30 167 15.05 226.5025
31 171 19.05 362.9025
32 158 6.05 36.6025
33 148 -3.95 15.6025
34 146 -5.95 35.4025
35 166 14.05 197.4025
36 173 21.05 443.1025
37 168 16.05 257.6025
38 168 16.05 257.6025
39 157 5.05 25.5025
40 126 -25.95 673.4025
41 148 -3.95 15.6025
42 169 17.05 290.7025
80
43 150 -1.95 3.8025
44 129 -22.95 526.7025
45 137 -14.95 223.5025
46 152 0.05 0.0025
47 149 -2.95 8.7025
48 152 0.05 0.0025
49 152 0.05 0.0025
50 152 0.05 0.0025
51 147 -4.95 24.5025
52 152 0.05 0.0025
53 152 0.05 0.0025
54 180 28.05 786.8025
55 173 21.05 443.1025
56 152 0.05 0.0025
57 152 0.05 0.0025
58 152 0.05 0.0025
59 152 0.05 0.0025
60 152 0.05 0.0025
61 119 -32.95 1085.703
62 176 24.05 578.4025
63 152 0.05 0.0025
64 163 11.05 122.1025
65 152 0.05 0.0025
66 160 8.05 64.8025
67 155 3.05 9.3025
68 161 9.05 81.9025
69 170 18.05 36.6025
70 145 -6.95 36.6025
71 156 4.05 36.6025
72 164 12.05 36.6025
73 144 -7.95 36.6025
74 145 -6.95 48.3025
75 144 -7.95 63.2025
76 149 -2.95 8.7025
77 158 6.05 36.6025
78 141 -10.05 119.9025
79 153 1.05 1.1025
80 162 10.05 101.0025
81 136 -15.95 254.4025
82 131 -20.95 433.9025
83 138 -13.95 194.6025
84 146 -5.95 35.4025
85 152 0.05 0.0025
86 144 -7.95 63.2025
87 139 -12.95 167.7025
88 137 -14.95 223.5025
89 142 -9.95 99.0025
90 145 -6.95 48.3025
81
91 144 -7.95 63.2025
92 148 -3.95 15.6025
93 166 14.05 197.4025
94 176 24.05 578.4025
95 89 -62.95 3962.703
96 184 32.05 1027.23
97 184 32.05 1027.23
98 146 -5.95 35.4025
99 145 -6.95 48.3025
100 145 -6.95 48.3025
∑ x = 15195 ∑(X- x )2 = 21086.75
 x = 15195/100 = 151.95
σ= ∑( X = = =14.52
2
−x ) /N 21086 .75 / 100 210 .867
Organizational Climate
No of Respondents Low Moderate High Total
100 7 75 18 100
Inference:
From the above table, it can be inferred that 18% of the respondents reveals high
climate and 75% of the respondent reveals moderate climate and remaining 7% of the
respondents reveals a very low climate in the organization.
ANOVA
Table 4.43:
82
Cross Tabulation for Environment and Climate:
Objective
 To find out significant difference between working environment and organizational
climate.
H0: There is no significant difference between the working environment and climate in the
organization.
H1: There is a significant difference between the working environment and climate in the
organization.
ORGANIZATIONAL CLIMATE
ENVIRONMENT LOW MODERATE HIGH TOTAL
LOW 1 3 3 7
MODERATE 6 67 5 78
HIGH - 5 10 15
TOTAL 7 75 18 100
X1 X12 X2 X22 X3 X32
1 1 3 9 3 9
6 36 67 4489 5 25
0 0 5 25 10 100
7 37 75 4523 18 134
STEP1: Total sum of all the items:
T = Σ X1+ Σ X2+ Σ X3 = 7+75+18 = 100
Correlation Factor = T2 / 9 = (100)2/9 = 1111.11.
STEP 2: Total sum of squares.
= Σ X12 + Σ X22 + Σ X32 + Σ X42 – C.F

= 37+ 4523+134 -1111.11
= 4694-1111.11
= 3582.85
STEP 3: Sum of squares between varieties:
83
= Σ X1 2/N + Σ X22/N + Σ X32/N+ Σ X42/N - C.F
= (7)2/3 + (75)2/3 + (18)2/3 – 1111.11
= 1999.33-1111.11
= 888.22
STEP 4: Sum of squares with in varieties:
= Total sum of squares – sum of squares between varieties

= 3582.85 – 888.22
= 2694.62
ANALYSIS OF VARIANCE TABLE:

Source of variation Sum of Degrees of Variance Value of F
Squares freedom
Between varieties 888.22 3–1=2 888.22/2 = 444.11
0.9888
With in varieties 2694.62 9–3=6 2694.62/6= 449.10
F= Variance between varieties/ Variance with in varieties.
Tabulated F = 5.1433 [for degree of freedom V1 = 2, V2 = 6]

Since calculated F is lesser than the tabulated, null hypothesis is accepted.
Inference:
The calculated value of F is lesser than the table value. Therefore the null
hypothesis is accepted. This implies that there is no significant difference between the
working environment and climate in the organization.
Table 4.44:
Cross Tabulation for Team Work and Climate:

Objective
 To find out the significant difference between team work and organizational climate.
H0: There is no significant difference between the team work and climate in the organization.
H1: There is a significant difference between the team work and climate in the organization.
84
TEAM WORK LOW MODERATE HIGH TOTAL
LOW 1 - - 1
MODERATE 6 74 5 85
HIGH - 1 13 14
TOTAL 7 75 18 100
X1 X12 X2 X22 X3 X32
1 1 0 0 0 0
6 36 74 5475 5 25
0 0 1 1 13 169
7 37 75 5625 18 324
T = Σ X1 + Σ X2 + Σ X3 = 7+75+18 = 100
= Σ X12 + Σ X22 + Σ X32 + Σ X42 – C.F

= 37+ 5625+324 -1111.11
= 5998 - 1111.11
= 4886.89

= Σ X12/N + Σ X22/N + Σ X32/N+ Σ X42/N - C.F
= (7)2/3 + (75)2/3 + (18)2/3 – 1111.11
= 1999.33-1111.11
= 888.22

= 4886.89 – 888.22
= 3998.67
85
Squares freedom
0.5553

Inference:
The calculated value of F is lower than the table value. Therefore the null
hypothesis is accepted. This implies that there is no significant difference between the team
work and climate in the organization.
Table 4.45:
Cross Tabulation for Management Effectiveness and Climate:

Objective
 To find out the significant difference between management effectiveness and
organizational climate.
H0: There is no significant difference between management effectiveness and climate in the
organization.
H1: There is a significant difference between management effectiveness and climate in the
organization.
MANAGEMENT ORGANIZATIONAL CLIMATE

EFFECTIVENESS LOW MODERATE HIGH TOTAL
LOW 3 - - 3
MODERATE 4 67 2 73
HIGH - 8 16 24
TOTAL 7 75 18 100
86
X1 X12 X2 X22 X3 X32
3 9 0 0 0 0
4 16 67 4489 2 4
0 0 8 64 16 256
7 25 75 4553 18 260
T = Σ X1 + Σ X2 + Σ X3 = 7+75+18 = 100
= Σ X12 + Σ X22 + Σ X32 + Σ X42 – C.F

= 25+ 4553+260 -1111.11
= 4838 - 1111.11
= 3726.89
= Σ X12/N + Σ X22/N + Σ X32/N+ Σ X42/N - C.F

= (7)2/3 + (75)2/3 + (18)2/3 – 1111.11
= 1999.33-1111.11
= 888.22

= 3726.89 – 888.22
= 2838.67
87
Squares freedom
0.7822

Inference:
hypothesis is accepted. This implies that there is no significant difference between
Management effectiveness and climate in the organization.
Table 4.46:
Cross Tabulation for Employee’s Involvement and Climate:

Objective
 To find out the significant difference between employee’s involvement and
H0: There is no significant difference between employee’s involvement and climate in the
organization.
H1: There is a significant difference between employee’s involvement and climate in the
organization.
INVOLVEMENT LOW MODERATE HIGH TOTAL
LOW 5 1 - 6
MODERATE 2 67 6 75
HIGH - 7 12 19
TOTAL 7 75 18 100
88
X1 X12 X2 X22 X3 X32
5 25 1 1 0 0
2 4 67 4489 6 36
0 0 7 49 12 144
7 29 75 4539 18 180
T = Σ X1 + Σ X2 + Σ X3 = 7+75+18 = 100
= Σ X12 + Σ X22 + Σ X32 + Σ X42 – C.F

= 29+ 4539+180 -1111.11
= 4568 - 1111.11
= 3456.89
= Σ X12/N + Σ X22/N + Σ X32/N+ Σ X42/N - C.F

= (7)2/3 + (75)2/3 + (18)2/3 – 1111.11
= 1999.33-1111.11
= 888.22

= 3456.89 – 888.22
= 2568.67

Squares freedom
0.8644

89
Inference:
employee’s involvement and climate in the organization.
Table 4.47:
Cross Tabulation for Employee’s Reward & Recognition and Climate:

Objective
 To find out the significant difference between employee’s reward and recognition and
H0: There is no significant difference between employee’s reward and recognition and
climate in the organization.
H1: There is a significant difference between employee’s reward and recognition and climate
in the organization.
REWARD AND ORGANIZATIONAL CLIMATE

RECOGNITION LOW MODERATE HIGH TOTAL
LOW 6 3 - 9
MODERATE 1 69 9 79
HIGH - 3 9 12
TOTAL 7 75 18 100
X1 X12 X2 X22 X3 X32
6 36 3 9 0 0
1 1 69 4761 9 81
0 0 3 9 9 81
7 37 75 4539 18 162
90
T = Σ X1 + Σ X2 + Σ X3 = 7+75+18 = 100
= Σ X12 + Σ X22 + Σ X32 + Σ X42 – C.F

= 37+ 4779+162 -1111.11
= 4978 - 1111.11
= 3866.89
= Σ X12/N + Σ X22/N + Σ X32/N+ Σ X42/N - C.F

= (7)2/3 + (75)2/3 + (18)2/3 – 1111.11
= 1999.33-1111.11
= 888.22

= 3866.89 – 888.22
= 2978.67

Squares freedom
0.7454

Inference:
employee’s reward and recognition and climate in the organization.
Table 4.48:
91
Cross Tabulation for Employee’s Competency and Climate:
Objective
 To find out the significant difference between employee’s competency and
H0: There is no significant difference between employee’s competency and climate in the
organization.
H1: There is a significant difference between employee’s competency and climate in the
organization.
COMPETENCY LOW MODERATE HIGH TOTAL
LOW 2 2 - 4
MODERATE 5 61 10 76
HIGH - 12 8 20
TOTAL 7 75 18 100
X1 X12 X2 X22 X3 X32
2 4 2 4 0 0
5 25 61 3721 10 100
0 0 12 144 8 64
7 29 75 3869 18 164
T = Σ X1 + Σ X2 + Σ X3 = 7+75+18 = 100
= Σ X12 + Σ X22 + Σ X32 + Σ X42 – C.F
92
= 29+ 3869+164 -1111.11
= 4062 - 1111.11
= 2950.89
= Σ X12/N + Σ X22/N + Σ X32/N+ Σ X42/N - C.F

= (7)2/3 + (75)2/3 + (18)2/3 – 1111.11
= 1999.33-1111.11
= 888.22

= 2950.89 – 888.22
= 2062.67

Squares freedom
1.07655

Inference:
employee’s competency and climate in the organization.
Table 4.49:
Cross Tabulation for Employee’s Commitment and Climate:

Objective
 To find out the significant difference between employee’s commitment and
93
H0: There is no significant difference between employee’s commitment and climate in the
organization.
H1: There is a significant difference between employee’s commitment and climate in the
organization.
COMMITMENT LOW MODERATE HIGH TOTAL
LOW 4 - - 4
MODERATE 3 64 4 71
HIGH - 11 14 25
TOTAL 7 75 18 100
X1 X12 X2 X22 X3 X32
4 16 0 0 0 0
3 9 64 4096 4 16
0 0 11 121 14 196
7 25 75 4217 18 212
T = Σ X1 + Σ X2 + Σ X3 = 7+75+18 = 100
= Σ X12 + Σ X22 + Σ X32 + Σ X42 – C.F

= 25+ 4217+212 -1111.11
= 4454 - 1111.11
= 3342.89
= Σ X12/N + Σ X22/N + Σ X32/N+ Σ X42/N - C.F

= (7)2/3 + (75)2/3 + (18)2/3 – 1111.11
= 1999.33-1111.11
94
= 888.22

= 3342.89 – 888.22
= 2454.67

Squares freedom
0.8985

Inference:
employee’s commitment and climate in the organization.
F - TEST
95
TABLE 4.50:
Overall Result: Dimensions Vs Organizational Climate
Objective:
 To test the significance of the difference between Dimensions and Organizational
Climate in the organization.
DIMENSION MEAN SD F
Environment 19.77 2.56 0.9888
Team Work 24.92 5.75 0.5553
Management Effectiveness 20.93 2.15 0.7822
Involvement 19.34 2.56 0.8644
Rewards and Recognition 19.52 2.68 0.7454
Competency 22.34 2.43 1.0765
Commitment 25.13 3.02 0.8985
Inference:
From the above table, it is clear that there is no significant difference between the
climate dimensions and the overall level of organizational climate.
CHAPTER V
5.1FINDINGS
96
• Majority of the respondents, about 66% belong to the category of 30–40 years of age.
• Majority of the respondents educational qualification, about 45% belong to the

category of SSLC and 30% belong to the category of12th standard.
• Majority of the respondents, about 52% belong to the category of 10-15 years of work
experience in the organization.
• 71% of the respondents reveal that they are working in a safe environment.
• 63% of the respondents reveal that their work area is clean and comfortable with
necessary equipments.
• 70% of the respondents reveal that they maintain a good balance between work and
other aspect of life.
• 72% of the respondents reveal that they are satisfied with the working conditions.
• 65% of the respondents reveal that they have flexibility to arrange work schedule to
meet personal/family responsibilities.
• 75% of the respondents reveal that they receive help and support from the superior.
• 69% of the respondents reveal that they receive regular feedback from their superior.
• 72% of the respondents reveal that they work in team with the coworkers.
• 66% of the respondents reveal that their department communicates well with the other
departments.
• 66% of the respondents reveal that their department makes a valuable contribution to
the organization.
• 64% of the respondents reveal that their departments meet its customer requirements.
• 75% of the respondents reveal that management pays careful attention to their
suggestion.
• 66% of the respondents reveal that they trust management.
• 68% of the respondents reveal that management understands what is going on in their
department.
• 69% of the respondents reveal that they are treated with respect by the management.
• 74% of the respondents reveal that they wish to give suggestion for the development
of the organization.
• 64% of the respondents reveal that management adequately inform to the department
about what is going on in the organization.
97
• 74% of the respondents reveal that organization encourages them to develop
improved work process.
• S62% of the respondents reveal that management seeks the involvement of employees
in decision making.
• 61% of the respondents reveal that organization is sensitive towards their individual
needs.
• 61% of the respondents reveal that they know what is happening in other department.
• 65% of the respondents that they are recognized for their good work.
• 77% of the respondents reveal that they receive appropriate feedback about their
performance from the management.
• 70% of the respondents reveal that realistic work is expected by the management.
• 60% of the respondents reveal that their satisfaction with the level of pay and benefit
they receive.
• 67% of the respondents reveal promotions are based on performance.
• 72% of the respondents reveal that they receive adequate job related training.
• 68% of the respondents reveal that they have skills to perform job effectively.
• 71% of the respondents reveal that training helps to improve performance.
• 50% of the respondents strongly disagree and 35% agree that they have stress in job.
• 75% of the respondents reveal that organization helps them to develop themselves and
their career.
• 45% of the respondents strongly disagree and 38% agree that there work is
overloaded.
• 75% of the respondents reveal that they are willing to put extra efforts.
• 67% of the respondents reveal that they are proud to work in MLF
• 65% of the respondents reveal that they are loyal to the organization.
• 67% of the respondents reveal that they plan to spend their entire career in the
organization.
• 65% of the respondents reveal that they have high working morale.
• 35% of the respondents strongly agree and 59% of the respondents agree that they
will recommend MLF to others as a best place to work.
• From the study it is clear that 18% of the respondents reveals high climate and 75% of
the respondent reveals moderate climate and remaining 7% of the respondents reveals
a very low climate in the organization.
98
• From the study it is clear that there is no significant difference between working
environment and organizational climate.
• From the study it is clear that there is no significant difference between team work
and organizational climate.
• From the study it is clear that there is no significant difference between management
effectiveness and organizational climate.
• From the study it is clear that there is no significant difference between employee’s
involvement and organizational climate.
• From the study it is clear that there is no significant difference between rewards and
recognition and organizational climate.
• From the study it is clear that there is no significant difference between competency
and organizational climate.
• From the study it is clear that there is no significant difference between employee’s
commitment and organizational climate.
99
5.2SUGGESTIONS
• The management provides sufficient training to employees. A few measures can

be taken to develop and organize the training program.
• The employees’ works are been recognized by the management and appreciated. It
can be maintained in such a way that the employees morale will be improved.
• Need to improve the environment of the working condition.
• A few measures can be taken to revise regarding pay and benefits.
• Team performance must be highly encouraged and recognized.
• Employees have a high trust in management. It can be maintained in such a way

employee’s involvement and commitment will increase.
• Employees are willing to give suggestions for the development of the

organization. The suggestions given by the employee must be duly responded.
100
CHAPTER VI
CONCLUSION
Climate is the atmosphere of the organization, a “relatively enduring quality of the

internal environment of an organization, which is experienced by its members and influences
their behavior.” Organizational climate may affect quality of service and employee’s
commitment and involvement towards the organization.
Climate dimensions in one way or other affect the level of organizational climate. It
is need to be taken into account while evaluating the organizational effectiveness. Climate
surveys are studies of employees' perceptions and perspectives of an organization.
The surveys address attitudes and concerns that help the organization work with
employees to instill positive changes. In general, they are aimed at all aspects of the
employees' jobs.
The study analyzes everything from an employee's workload to their relationships
with coworkers and superiors to their salary to company policies and anything in between.
The study shows that that there is no significant difference between culture dimensions and
101
ANNEXURE :
BIBLIOGRAPHY
1. “Personnel ManaSgement and Industrial Relations”, Tripathy.P.C, Sultan

Chand and sons Educational Publishers, New Delhi.
2. “Human Resource Management”, K Aswathappa.
3. “Organizational Behavior”, Stephen P. Robbins.
4. “Research Methodology”, Kothari.C.R, Second Edition, New Age
International Publishers.
5. www.HBR.com
6. www.bizhelp24.com
7. www.amazon.com
102
QUESTIONNAIRE
1. Age :
2. Gender :
3. Department :
4. Educational qualification :
5. Experience :
INSTRUCTIONS
ANSWER THE QUESTIONS GIVEN BELOW IN THE FOLLOWING MANNER:
5 – STRONGLY AGREE
4 – AGREE
3 – NEITHER AGREES NOR DISAGREES
2 – DISAGREE
1 – STRONGLY DISAGREE
1 REGARDING SAFE WORKING

ENVIRONMENT
2 REGARDING WORK AREA WITH
CLEAN ,COMFERTABLE AND NECESSARY
EQUIPMENTS
3 REGARDING MAINTAING A GOOD
BALANCE BETWEEN WORK AND OTHER
ASPECT OF LIFE
4 REGARDING SATISFACTION WITH
WORKING CONDITION
5 REGARDING FLEXIBILITY TO ARRANGE
NEW WORK SCHEDULE TO MEET
PERSONAL AND FAMILY PROBLEM
6 REGARDING SUPERIOR HELP AND
SUPPORT
7 REGARDING FEED BACK BY SUPERIOR
8 REGARDING WORKING WITH CO-
WORKERS
103
9 REGARDING COMMUNICATION
10 REGARDING DEPARTMENT
CONTRIPUTION
11 RESPONSE REGARDING MEETS ITS
CUSTOMER REQUIREMENTS
12 RESPONSE REGARDING MANAGMENT
ATTENTION TOWARD SUGGESTION
13 RESPONSE REGARDING TRUST IN
MANAGEMENT
14 RESPONSE REGARDING MANAGEMENT
UNDERSTANDING
15 RESPONSE REGARDING TREATED WITH
RESPECT
16 RESPONSE REGARDING SUGGESTION
FOR THE DEVELOPMENT OF THE
ORGANISATION
17 RESPONSE REGARDING WTH
INFORMATION
18 RESPONSE REGARDING WORK PROCESS
19 RESPONSE REGARDING INVOLVEMENT
IN DECESSION MAKING
20 RESPONSE REGARDING INDIVIDUAL
NEEDS
21 RESPONSE REGARDING KNOWLEDEGE
OF OTHER DEPARTMENTS
22 REGARDING RECOGNETION OF GOOD
WORK
23 RESPONSE REGARDING RECEVING
APPROPRIATE FEEDBACK ABOUT
PERFORMANCE
24 RESPONSE REGARDING WORK
EXPETATION
25 RESPONSE REGARDING SATISFACTION
WITH PAY AND BENEFIT
26 RESPONSE REGARDING PROMOTIONS
BASED ON THE PERFORMANCE
27 RESPONSE REGARDING JOB RELATED
TRAINING
28 RESPONSE REGARDING SKILLS TO
104
PERFORM JOB EFFECTIVELY
29 RESPONSE REGARDING IMPROVING
PERFORMANCE
30 RESPONSE REGARDING STRESS IN JOB
31 RESPONSE REGARDING CAREER
DEVELOPMENT
32 RESPONSE REGARDING WORK
OVERLOADED
33 RESPONSE REGARDING WILLINGNESS
TO PUT EXTRA EFFORT
34 RESPONSE REGARDING PROUD TO
WORK IN MLF
35 RESPONSE REGARDING LOYAL
TOWARDS MLF
RESPONSE REGARDING PLAN TO SPEND

36 ENTIRE CAREER IN MLF
37 RESPONSE REGARDING HIGH WORKING

MORALE
38 RESPONSE REGARDING RECOMMEDING
MLF TO OTHERS AS A BEST PLACE TO
WORK
ANY SUGGESTION
105

Mercy Final Project11

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Mercy Final Project11

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CHAPTER I

In an increasingly competitive trading environment, there are compelling reasons to improve

It would seem bold to suggest that any one simple process, or

Why is climate important?

• Organisational literature describes climates of crisis, trust, cooperation, calm, trust,

Climate and strategic planning

Some people describe organisations in terms of warfare (objectives, goals), and

"Inspiration is the impact of a fact on a prepared mind" - Louis Past

• Challenge (How challenged, emotionally involved, and committed are employees

EARLY FORMULATIONS OF THE CLIMATE CONSTRUCT

B = f (P.E.) in which B = Behavior, E= Environment, and P = the person

• Individual autonomy: based on the factors of the individual responsibility, agent

In reviewing psychological climate as a set of perceptually based, psychological attributes

DEVELOPMENT OF CLIMATE INSTRUMENTS:

Current instruments include Patterson, Payne and west (1996) Business

Climate researchers typically placed greater emphasis on organizational member’s

FRAMEWORK USED FOR ORGANIZATIONAL UNDERSTANDING:

1. Achievement – this motive is characterized by concern for excellence competition

Schneider and Barlett(1968,1970)-individual attribute approach Schneider and Barlett view

IMPACT OF ORGANIZATIONAL CLIMATE:

Organizational climate has a major influence on human performance through

AFFECTS MOTIVATION, PRODUCTIVITY AND JOB

Organizational climate can have a major influence on motivation, productivity and

There is a contingency relationship between climate and the organization. The

Organizational climate represents the entire social system of a work-group. It is

A high level of organizational climate is necessary for the development of

DIMENSIONS OF ORGANIZATIONAL CLIMATE:

• ‘Conflict and ambiguity’, which ‘reflected perceived conflict in organizational goals

• ‘Job challenge, importance and variety’, which ‘reflected a job perceived as

• ‘Workgroup cooperation, friendliness, and warmth’, which ‘generally described

• ‘Professional and organizational esprit’, which ‘reflected perceived external image

The Climate of your Organization is the State of its Health

Organizational climate measures attempts to assess organizations in terms of dimensions that

Benefits of Organizational Climate Survey:-

1. Increase in Productivity: - The climate survey helps the organization by providing a

2. Reorganization of a Company: - Climate survey can also help the management to

LINEA FASHIONS (INDIA)PRIVATE LIMITED has been incorporated as a

The Indian textile industry has embarked on an investment programme of US$ 31

SECONDARY OBJECTI VES:

The study has been undertaken:

 To assess the real opinion and mindset of employees and aids to

 To understand the employee psychology on organization climate

 To throw light on the effectiveness of the organization climate

Organizational climate is the set of characteristics that describe an organization and

An organizational climate study enables a successful organization to operate more

The study is required for the following purposes:

1. To analyze the perception of employee about the working environment.

2. To find out the characteristics of an organizational climate.

1. As the study was conducted for the academic purpose the

Climate was first very comprehensively defined by

Development of the conceptual framework of Organizational climate by Kaushik

Closely associated with the concept of organizational climate is the concept of

Goal Focus: The goals of the organization should be reasonably

The study is descriptive research study. The main purpose of descriptive

DATA COLLECTION METHOD:

Percentage refers to a special kind of ratio. Percentage is used in making

Karl Pearson introduced the concept of Standard Deviation is 1893. It is the

The analysis of variance technique developed by R.A. Fisher in 1920’s diversified

Total number of items in the given data.

To calculate the value of F:

F= Variance between Samples

Variance with in Samples