A DISSERTATION REPORT ON

A STUDY ON ORGANISATION CLIMATE IN RETAILSECTOR

AT

SUBMITTED TO

A project report submitted for the partial fulfillment of the degree of

Bachelor of business administration
SUBMITTED BY

AKANKSHYA NAIK
BBA 6TH SEM
ROLL NO- 2004000639066034
UNDER THE GUIDANCE OF
MR. ABINASH PATNAIK
ASST. PROF. (BBA)

NIIS INSTITUTE OF INFORMATION SCIENCE AND MANAGEMENT,

BHUBANESWAR
Sarada Vihar, Madanpur, Khurda, Bhubaneswar, Odisha 752054

E-mail : contactus@niisgroup
 DECLARATION.

I, AKANKSHYA NAIK, a student of NIIS INSTITUTE OF INFORMATION SCIENCE AND

MANAGEMENT, do here by declare that the work presented in this dissertation report titled,
“ORGANISATION CLIMATE IN RETAIL SECTOR” at RELIANCE INDUSTRIES
LIMITED, BHUBANESWAR . submitted towards the partial fulfillment of the BBA
(BACHELOR OF BUSINESS ADMINISTRATION) from NIIS INSTITUTE OF
INFORMATION SCIENCE AND MANAGEMENT, BHUBANESWAR affiliated to UTKAL
UNIVERSITY, BHUBANESWAR.
The information and data given in this project report is authentic to the best of my knowledge
and does not from any base for the award of any degree, diploma or fellowship from any other
university/institute.

AKANKSHYA NAIK
BBA (2020-23)
ROLL NO-2004000639066034

NIIS INSTITUTE OF INFORMATION SCIENCE AND MANAGEMENT,

BHUBANESWAR
 INTERNAL GUIDE CERTIFICATE

This is to certify MS. Akankshya Naik bearing Utkal university Roll. No. 2004000639066034
of BBA batch 2020-23 has undertaken the dissertation, during 6th semester and has prepared the
dissertation report “ORGANISATION CLIMATE IN RETAIL SECTOR” at RELIANCE
INDUSTRIES LIMITED”. This dissertation is an original production of his as stated by her.

I have through the dissertation report in structural shape. The work has been done as per my
structural guidance. This report may be accepted for evaluation.

I wish the student GOOD LUCK and a bright professional career.

Prof. Abinash Patnaik

(internal guide)
 ACKNOWLEDGEMENT

The submission of the report provides me the opportunities to verbalize my thankfulness

imprisoned in the core of my heart to all those who have played immense role behind my
successful accomplishment of my project .
In fact, dissertation report is an integral part of BBA course. It has helped me learn a lot about
actual practice in the concern and beneficial in future carrier.

I am thankful to the head of department Prof .S.D. SAMAL and other faculties of department.
My internal guide prof. ABINASH PATNAIK helped me by providing all the required
information and instruction to prepare the project. I am thankful to him.

Akankshya Naik
BBA 6th semester
NIIS
Affiliated to UTKAL UNIVERSITY
 CONTENTS
CHAPTER - I INTRODUCTION

CHAPTER - II OBJECTIVE

METHODOLOGY

SCOPE

LIMITATIONS

CHAPTER - III PROFILE OF THE ORGANIZATION

COMPARISON OF RELIANCE INDUSTRIES AND TATA INDUSTRIES

CHAPTER - IV THEORETICAL PERSPECTIVE

CHAPTER - V DATA ANALYSIS AND

INTERPRETATION

CHAPTER - VI FINDINGS

SUGGESTIONS

CONCLUSION

BIBLIOGRAPHY
CHAPTER - I
 INTRODUCTION

Organization refers to a collection of people, who are involved in pursuing defined objectives. It
can be understood as a social system which comprises all formal human relationships. The
organization encompasses division of work among employees and alignment of tasks towards
the ultimate goal of the company. It can also be referred as the second most important
managerial function, that coordinates the work of employees, procures resources and combines
the two, in pursuance of company’s goals

Organization is a goal oriented process, which aims at achieving them, through proper
planning and coordination between activities.

It relies on the principle of division of work and set up authority responsibility relationship
among the members of the organization Organization climate is comprised of mixture of norms,
values, expectations, policies and procedures that influence work motivation, commitment and
ultimately ,individual and work unit performance, positive climate encourages, while negative
climate inhibits discretionary effort. “organizational climate” refers to the quality of working
environment. If people feel that they are valued and respected within the organization they are
more likely to contribute positively to the achievement of business outcome. Then creating a
healthy organization climate requires attention to the factors,which influence employees
perceptions, including the quality of leadership, the way in which decession are made and
whether the efforts of employees are recoginized. “climate may be thought as the perception of
the characterstics of an organization”

Climate for an organization is like the personality for a person.As every individual has a
personality that make each person unique,each organization has an organization climate
that clearly distinguishes it’s personality for other organization. Organizational climate is
one of the most importantant concept to enter into the theory of organization climate as a
mature concept in management. The concept has also proved useful in predicting and
explaining a variety of job related behaviour, attitude and performance and organizational
performance.
Organizational climate by virtue of being a more salient cultural phenomenon lent by itself
to direct observation and measurement and thus has had a longer research tradition.But
climate is only a surface manifestation of culture and thus research on climate have not
enabled us to involve into the deeper aspects of the function of the organization.

“ORGANIZATIONAL CLIMATE IS LESS ENCOMPASSING THAN THE CONCEPT OF

ORGANIZATIONAL CULTURE AND IS MORE READILY MEASURED.ORGANIZATION
CLIMATE IS HOW ORGANIZATION MEMBERS PERCIVED THE CULTURE THAT HAS
BEEN CREATED AND PERPETUATED IN THEIR UNIT OR ORGANIZATION ”
CHAPTER - II
 OBJECTIVE OF THE STUDY

• ORGANIZATIONAL CLIMATE IS A MOLAR CONCEPT

• THOUGH SUBJECT TO CHANGE ORGANIZATIONAL CLIMATE IS
ENDURING OVER TIME
• DESPITE DIFFERENCE INDIVIDUAL PERCEPTIONS THERE CAN BE
BROAD OVERALL AGREEMENT IN DESCRIBING ORGANIZATIONAL
CLIMATE
• ORGANIZATIONAL CLIMATE INFLUENCES THE BEHAVIOURS OF
MEMBERS OF THE ORGANIZATION

METHODOLOGY OF THE STUDY

This chapter shall discuss the research methods available for the study and what is
applicable for it to use in response for the statement of the problem in Chapter I
which is directed towards the organizational climate in retail sector RELIANCE
and their respective workplaces.

Likewise, this chapter presents the various procedures and strategies in

identifying sources for needed information on the analysis and evaluation of
the organizational climate at RELIANCE.

Thus this part of the study specifies the method of rescarch used, research design,
respondents of the study, data collection, instruments used, validation and
administration of the instrument, conducted semi-structured interview, data
representative and reliability, description of the study, statistical treatment of data and
analysis of the gathered data
 The present study is based on descriptive analysis using primary data to investigate
the objectives and testing the hypothesis. A well structured questionnaire was used to
collect the primary data. The validity of the study to a great extent depends on the
methodology followed. Organize study save time, exhaustion and unnecessary
confusion.
The data and information for the study has been collected from Primary data and
Secondary data.

MEASUREMENT OF VARIABLES
The data generated was to test the employee satisfaction level and the employee
perception on the work environment with regard to the organization. Each question
was to be answered on a 5 point scale .All of the statements’ used a scale that ranged
either across “Strongly
Agree”, “Agree”, ”Neither agree nor disagree”, ”Disagree”, and “Strongly disagree” or
across
“Yes, always”, “Yes, mostly”, “Sometimes”, “Not much” and “Never
 Research Design
According to Ritchie, et al. (2013) research designs are categorized as qualitative,
quantitative, and mixed. The most commonly cited advantage of quantitative research in
social research is that quantitative results are highly verifiable because underlying data is
numeric and objective and are derived from ethos and methods of natural sciences. In
contrast, qualitative design is considered to have relatively low verifiability because
underlying data is subjective and non-numeric. Qualitative design are particularly useful and
effective when the aim is to study experiences, feelings, and opinions of participants.
This study is based on mixed design, in which both qualitative and quantitative data has been
triangulated to overcome weaknesses in mono-design. The aim is to increase reliability and
validity of the results and conclusions drawn in this study. Mixed design allows this study to
have both qualitative and quantitative evidence to support conclusions.

SCOPE
• This study was completed using the input of full-time and part-time employees of
the company in all different departments. These employees were surveyed for the
purpose of discovering what is most motivating to them in the workplace.
• Motivating factors and incentives are reasons for employee motivation, and in order
to best evaluate and describe which of these factors are most and least critical to
employees, we have split this study up into the following criteria: communication ,
income, long-term incentives, and non-financial incentives , to determine what
motivates the employee
• We could determine whether these motivating factors and instruments leads them
towards satisfaction in their job .
LIMITATIONS:
➢ The first and foremost constraint was the time factor, within a limited period of
time, it was not possible to study various aspects of the organizations in details
➢ Employees were apprehensive of survey of data and therefore hesitated in
disclosing the data regarding certain information related to my study.
➢ As I don’t have extensive research experience in collecting primary data, my
findings may be flawed at some places.
CHAPTER -III
 COMPANY PROFILE: RELIANCE
1. Name : Reliance industries limited
2. FOUNDER: Dhirubhai Ambani
3. FOUNDED: 1958years (65 years ago)
4. HEADQUATERS:Mumbai,Maharastra,India
5. OWNER: Mukesh Ambani, Anil Ambani
6. OWNERSHIP PATTERN:Public ltd
7. AREA SERVED:Worldwide
8. STORE:Reliance Fresh,Reliance Smart,Reliance Digital,Reliance Trends,Reliance
Jewels,Ajio etc
9. TOP MANAGEMENT:Mukesh Dhirubhai Ambani
10. INDUSTRY:Conglomerate
11. PRODUTS:Retail,Petroleum,Chemicals,Textiles,Digital

RELIANCE INDUSTRIES

Reliance Industries Limited is an Indian multinational conglomerate, headquartered

in Mumbai. It has diverse businesses including energy, petrochemicals, natural
gas, retail, telecommunications, mass media, and textiles. Reliance is one of the most profitable
companies in India, the largest publicly traded company in India by market capitalisation, and
the largest company in India as measured by revenue.[6] It is also one of the largest employers in
India, with over 300,000 employees in the world.
The company is ranked 100th on the Fortune Global 500 list of the world's biggest corporations
as of 2022. Reliance continues to be India's largest exporter, accounting for 7% of India's total
merchandise exports and it has access to markets in over 100 countries.[11] Reliance is
responsible for almost 5% of the Government of India's total revenue from customs and excise
duty. It is also the highest income tax payer in the private sector in India. The company has
relatively little free cash flow and high corporate debt.
 VISION OF THE COMPANY
To be our client first call and prefer collaboration partner within our advisory
expertise areas

MISSION OF THE COMPANY

To sustainable growth through responsible business practices, ensuring societal
values. “GROWTH IS LIFE”

CORE VALUES - BEST

• Benefitting Stakeholders
We provide our customers, suppliers and other stakeholders with utmost level of
value, service and satisfaction.

• Excellence and quality

We ensure that our products, manufacturing & business processes adhere to the
highest quality levels and standards.

• Sustainability
We relentlessly pursue sustainable practices and create a positive impact on the
communities we engage with.

• Trust & Integrity

We conduct ourselves with dignity, integrity, equity, transparency and accountability to
build trust.
RELIANCE TODAY
SUBSIDIARIES OF RELIANCE GROUP

Today, RIL has over 30 lakh shareholders; the Ambani family holds nearly 52% of the total
shares. Also, the company has over 24,000 employees and had revenue of Rs. 2,960 billion in
2015-16. It has 158 subsidiary companies and 10 associate companies in different fields.

RELIANCE RETAILS

The largest retail store network of India, Reliance Retails holds several cutting edge brands
like Reliance Fresh, Reliance Wellness, Reliance Time Out, Reliance iStore, Reliance Market,
Reliance Trends, Reliance Jewel, and many more. In the year 2013, it has over 1466 stores
RELIANCE LIFE SCIENCES

it deals in medical, plant and industrial biotechnology opportunities. The specialty areas
of this segment include making, marketing and branding the products of RIL
in pharmaceuticals, clinical researches, molecular medicine, biofuels, industrial
biotechnology, and few others.
 RELIANCE JIO INFOCOMM LIMITED

Reliance Jio Infocomm Limited is an important part of Reliance Group; it is a broadband service
provider. This is the sixth-largest mobile network operator in the whole world with over 306
million subscribers. Earlier the company was known as Infotel Broadband
RELIANCE LOGISTICS

Reliance Logistics is an important win of Reliance Group; it is involved in the selling of

products related to distribution, warehousing, supply chain, logistics, and transportation. It
is an asset-based company with its infrastructure and fleet. It offers supply for logistics to the
RIL and also other third party companies.
RELIANCE CLINICAL RESEARCH SERVICES

Reliance Clinical Research is a contract research organization and specialized in the clinical
research services industry. This is a wholly-owned subsidiary of Reliance Life Sciences.
RELIANCE SOLAR

Reliance
Solar deals in solar energy; it produces and sells solar energy systems to remote and rural areas.
It presents a wide variety of products like solar lanterns, home lighting solutions, street light
systems, water purifying system and many other products based on solar energy.
RELIANCE INDUSTRIAL INFRASTRUCTURE
LIMITED

Reliance Industrial Infrastructure holds about 45.43 percent shares of Reliance Group. It is
mainly involved in establishing and operating industrial infrastructure. RII also works for
leashing and providing services in data processing and computer software.
DIFFERENT STORES OF RELIANCE

RELIANCE TRENDS

Reliance Trends Trends is India’s largest fashion retail chain across India. Trends offers stylish,
high-quality products across Womenswear, Menswear, Kidswear and fashion accessories
through a diversified portfolio of own brands, national and international brands. The uniqueness
of the store is the core, which delivers "fashion at great value"
RELIANCE DIGITAL

onics

retailer. It is a subsidiary of Reliance Retail, a wholly owned subsidiary of Reliance Industries.

Reliance Digital opened its first store on 24 April 2007 in Delhi.
RELIANCE FRESH

Reliance Retail started its journey in 2006 with the opening of its first Reliance Fresh store.
Today Reliance Retail operates over 2,700 grocery stores and sells over 200 metric tonnes of
Fruits and over 300 metric tonnes of Vegetables every day.
From fresh fruits & vegetables to dairy, cereals to spices, processed food & beverages to home &
personal care products, we have the entire gamut of your grocery needs covered
RELIANCE FOOTPRINT

Reliance Footprint is a leading specialty family footwear retail chain that caters to the footwear
needs of the entire family. Reliance Footprint offers widest range of international, domestic and
Reliance owned brands across men’s footwear, women’s footwear, kids footwear, handbags,
backpacks, luggage, socks, belts, wallets and shoe care products.
RELIANCE JEWELS

The jewellery designs range from traditional gold jewellery to trendy jewellery styles of
Platinum and Diamonds. Explore a wide range of Gold, Diamond, Silver, and Platinum
Jewellery online at Reliance Jewels
 Comparison between Tata and Reliance

Tata and Reliance are two of India’s largest and most diversified conglomerates with a wide
range of business interests.

Tata and Reliance are two large Indian conglomerates with diverse business interests. Tata
Group is an over 100-year-old conglomerate with a strong presence in sectors such as
automobiles, steel, IT services, consumer goods and more. Reliance Industries, on the other
hand, is a conglomerate focused on areas such as petroleum, petrochemicals, textiles, retail and
telecommunications (Jio). In terms of revenue and market capitalization, Reliance is currently
larger than Tata. However, Tata has a wider range of businesses and a stronger global presence
in terms of operations and brand recognition.

Tata Group is a century-old conglomerate with operations in industries such as steel,

automobiles, IT services, consumer goods, and more. The group is known for its strong brand
reputation and a focus on corporate social responsibility.

Reliance Industries, on the other hand, is a younger conglomerate that has rapidly grown over the
past few decades, with a focus on the energy and petrochemical sectors, as well as
telecommunications and retail. The company is known for its entrepreneurial spirit and
innovative business strategies.

In terms of market capitalization, Reliance is currently larger than Tata, but Tata has a wider
range of businesses and a stronger global presence. Both companies have a significant impact on
the Indian economy and are considered leaders in their respective industries.

Both Tata and Reliance have a significant presence in the Indian economy and play a major role
in shaping the country’s industrial landscape. Tata has a long history of responsible business
practices and is well-regarded for its commitment to ethical standards and sustainability.
Reliance, on the other hand, has been known for its aggressive growth strategy and innovation-
driven approach.

Tata has a large and diverse portfolio of businesses, with a presence in sectors such as
automobiles, steel, IT services, consumer goods, and more. The company is also active in
international markets, with operations in over 100 countries.
Reliance, on the other hand, has a more focused portfolio of businesses, with a strong presence in
the energy and petrochemical sectors, as well as telecommunications and retail. The company’s
Jio telecommunications subsidiary has disrupted the market and become one of India’s largest
mobile network operators.

Leadership
Tata Group is led by a board of directors and has a long history of stable leadership, while
Reliance Industries is primarily controlled by its chairman and largest shareholder, Mukesh
Ambani.

Corporate Culture
Tata Group has a strong legacy and heritage, with a reputation for
ethical business practices and a commitment to corporate social
responsibility. Reliance, on the other hand, has a more aggressive and
entrepreneurial corporate culture, focused on growth and innovation.

Social Impact
Tata Group has a strong commitment to social responsibility, with a
focus on initiatives in areas such as education, healthcare, and
community development. Reliance Industries has also made a
significant impact in the social arena, particularly with its Jio
telecommunications subsidiary, which has brought affordable
internet access to millions of Indians.
Future Potential
Both Tata and Reliance are well-positioned for future growth and success, with plans for
expanding their respective business portfolios and exploring new opportunities in emerging
markets.

In conclusion, Tata and Reliance are both large and influential companies in India with their own
unique strengths and areas of focus. Both companies have made a significant impact on the
Indian economy and have bright futures ahead of them.
CHAPTER - IV
 Theoretical Perspective

ORGANIZATION :
An organization is a place where group of people work together to achieve some
common goals it simply means a collection of people, who are involved in pursuing
defined objectives. It can be understood as a social system which comprises all formal
human relationships. The organization encompasses division of work among employees
and alignment of tasks towards the ultimate goal of the company. Organization refers to a
collection of people, who are involved in pursuing defined objectives. It can be understood
as a social system which comprises all formal human relationships. The organization
encompasses division of work among employees and alignment of tasks towards the
ultimate goal of the company. Organization is a goal oriented process, which aims at
achieving them, through proper planning and coordination between activities. It relies on
the principle of division of work and set up authority-responsibility relationship among the
members of the organization.

Process of Organization
• Step 1: Determination and classification of firm’s activities.
• Step 2: Grouping of the activities into workable departments.
• Step 3: Assignment of authority and responsibility on the departmental executives for
undertaking the delegated tasks.
• Step 4: Developing relationship amidst superior and subordinate, within the unit or
department.
• Step 5: Framing policies for proper coordination between the superior and subordinate
and creating specific lines of supervision.
 Organization Structure:

An organizational structure is a system that outlines how certain activities are directed in
order to achieve the goals of an organization. These activities can include rules, roles, and
responsibilities. The organizational structure also determines how information flows between
levels within the company.

Types of Organization Structure

1. Formal Organization Structure: The organization structure of jobs and positions, with
specified activities and relationships, is known as formal organization structure. It is
created by management, to attain the objectives of the company.
 o Line Organization: Line organization is the oldest and simplest pattern of
orgnization, wherein the supervisor has outright supervision over the subordinate.
The flow of authority is from the top level executive to the person at the lowest
level of the organization’s echelon.

o Functional Organization: As the name suggests, functional organization structure is one

in which the thorough task of managing and directicting the employees, is grouped as per
the functions or type of work involved.

Line and Staff Organization: This type of organization structure is an improvement over
the traditional line organization. In line and staff organization primary and supportive
activities are related to the line of supervision by appointing supervisor and specialist, who
are linked to line authority
 Nature of organization:

1. common purpose
2. Division of labour
3. Authority structure
4. People
5. Communication
6. Coordination
7. Environment
8. Rules and regulation
 Characteristics of Organization:
1. Human Association: Organization is the place where people work together to
achieve the common goals. Thus, there is always the involvement of human resource
to perform a variety of activities in goal achievement process.
2. Common goal: Every organization has its goals. It is a common purpose which
binds all the individuals and groups to contribute their effort.
3. Division of work: Organization always divides the large task into smaller packages
for easy and prompt functioning by individuals. This brings specialization in work.
4. Hierarchy of authority: Organization has a chain of command, determined by
hierarchy of authority. Under the basis of job responsibility and accountability, skill
demand of the job and complexity of the job hierarchy of authority is constructed.
The power of decision making and control is always determines by the hierarchy of
authority in organization.
5. Flexibility (Envrionmental Adaptation): Organizational activities directly and
indirectly influence by the environmental factors. So it is always formulate its plans
and policies that can match the changing requirements of environment.

ORGANIZATIONAL BEHAVIOUR
Organisational behaviour (OB) is the study of human behaviour in an organisational
setting. As every business is unique and differs by industry, most businesses share a goal of
having a positive and productive organisation balanced with employee satisfaction.
organisational behaviour to understand how teams work and how individuals perform and
act in a workplace and study of how people interact within groups and its principles are
applied primarily in attempts to make businesses operate more effectively organizational
behavior includes areas of research dedicated to improving job performance, increasing job
satisfaction, promoting innovation, and encouraging leadership and is a foundation of corporate
human resources Organizational behavior is embedded in human resources such as employee
retention, engagement, training, and culture. it is a subset of organizational theory which studies
a more holistic way of structuring a company and managing its resources.
 FEATURES OF ORGANIZATIONAL BEHAVIOUR
• It interprets people-organization relationships in terms of the whole person, the
whole group, the whole organization, and the whole social system
• Its purpose is to build better relationships by achieving human, organizational,
and social objectives
• A Separate Field of Study and not a Discipline Only
• An Interdisciplinary Approach
• Applied Science
• Normative Science
• A Humanistic and Optimistic Approach
• A Total System Approach

OBJECTIVES OF ORGANIZATIONAL BEHAVIOUR

1. Job Satisfaction.
2. Finding the Right People.
3. Organizational Culture.
4. Leadership and Conflict Resolution.
5. Understanding Employees Better.
6. Understand how to Develop Good Leaders.
7. Develop a Good Team.
8. Higher Productivity.

Main Challenges and Opportunities of Organizational

Behaviour

1. Improving Peoples’s Skills.

2. Improving Quality and Productivity.
3. Total Quality Management (TQM).
4. Managing Workforce Diversity.
5. Responding to Globalization.
6. Empowering People.
 7. Coping with Temporariness.
8. Stimulating Innovation and Change.
9. Emergence of E-Organisation & E-Commerce.
10. Improving Ethical Behavior.
11. Improving Customer Service.
12. Helping Employees Balance Work-Life Conflicts.
13. Flattening World.

3 major limitations of OB are;

1. Behavioral Bias.
2. The Law of Diminishing Returns.
3. Unethical Manipulation of People
Contributing Disciplines to the Organizational Behaviour
field

The major disciplines are;

• Psychology.
• Sociology.
• Social Psychology.
• Anthropology.
• Political Sciences.
• Economics.
ORGANIZATIONAL CLIMATE
Climate of an organisation is somewhat like the personality of a person. Just as every
individual has a personality that makes him unique and different from other persons. Each
organisation has an organisational climate that clearly distinguishes it from other
organisations. the organisational climate reflects a person’s perception of the organisation
to which he belongs. It is a set of unique characteristics and features that are perceived by
the employees about their organisations which serves as a major force in influencing their
behaviour

“Climate in natural sense is referred to as the average course or condition of the weather at
a place over a period of years as exhibited by temperature, wind, velocity and
precipitation.”

According to Forehand and Gilmer, “Climate consists of a set of characteristics that

describe an organisation, distinguish it from other organisations are relatively enduring
over time and influence the behaviour of people in it.”

Businesses can use organizational climate to gauge how employees feel about their
policies, practices, and culture and ensure these align with their overall vision, long-term
goals, and strategy. This is key to creating a workplace environment that your employees
love and thrive in. The happier they are, the more productive they will be, and the stronger
their results.

Organizational climate is important because it represents your company and mission, and
affects employee morale. A positive organizational climate is motivating, optimistic, can help
in overcoming obstacles, and increases employee productivity. Aspects that shape company
climate are:

• Level of motivation.
• Delegation of responsibilities.
• Leaderships styles.
 • Performance evaluation process.
• Attitudes at work and toward requirements

A positive organizational climate increases organizational commitment – the bond

employees have with their organization.

Climate is not created overnight; rather, it is built up and shaped over a long period
through a collation of experiences and interactions. For example:

• whether an employee feels trusted to perform their role without micromanagement,

• how managers and peers treat them,

• whether they feel like they’re growing and developing within the organization,

• how effectively conflict is managed,

• how incentivized they are to perform,

Impact of organizational climate

• It can operate as a constraint system – Organizational climate provides employees

with information on what kind of behavior will be rewarded or punished. Therefore, it

can influence the behavior of those who value the rewards on offer.
 • It helps employees form a perception of the organization – In turn, this perception

influences an employee’s behavior.

• It affects leader efficacy – Higher leader efficacy equates to improved employee

retention, customer happiness, and higher revenue.

• It influences employee happiness and productivity – A positive organizational

climate can lead to happier, more motivated employees, improved job satisfaction, and

ultimately greater efficiency and productivity.

• It helps a business achieve its long-term goals – The organizational climate has the

power to impact your employee’s performance, your business performance, and your

ability to achieve goals.

ORGANIZATIONAL CLIMATE CHARACTERSTICS

• Climate is based on employee opinion. Climate is the attitude employees have toward
the workplace environment. Because different employees have unique experiences, the
adapted attitude changes from employee to employee. If you are deciding whether a
company is right for you, consider all aspects and perspectives before committing.
• Can be an emotional response. If an employee has experienced something positive,
such as receiving an award for quality performance, their perspective on company
climate will be positive. Coaching has become a common strategy in company’s to
ensure leadership feedback fosters a positive work environment, influencing a positive
employee opinion.
• It changes according to the situation. If a team is working diligently to meet a deadline
and is under stress, they may feel the climate tense and uninviting. On the other hand, an
office party celebrating a coworker’s promotion will be festive and inviting.
 • Linked to environment. The floorplan of the physical work environment, the
decorations or lack thereof, and the office furniture all communicate a type of
environment. Flexible seating arrangements with bean bags and movable furniture show
collaboration and comfort are important, but heavy office chairs, thick couches, and large
tables indicate set structures.
• Affects productivity and performance. An organization’s climate directly affects
employee job satisfaction, task completion and productivity, and job performance. If
employers improve workplace climate, they can succeed in improving employee
performance.

Various types of organizational climate

1. People-Oriented Climate

The organizational culture that includes a core set of values and puts its onus on care and
concern for the employees’ results in people-oriented climate

2. Rule-Oriented Climate

The organizational culture that provides for featured benefits and puts its burden on attention to
details by all the members’ result in rule-oriented climate

3. Innovation-Oriented Climate

The organizational culture that introduces new ways and processes to develop new and
innovative things results in innovation-oriented climate

4. Result-Oriented Climate

The organizational culture that gives preference to values and puts its onus on refining
every detail of the processes to refine and achieve results is known as result-oriented
climate
Characteristics
The characteristics of organizational climate are

1. General expression

Organizational climate is the general expression or the perception of the individuals about its
organization as it depicts their thoughts and impression about the internal environment in the
company

2. Unique identity

It is the organizational climate that gives the organization a unique or distinct identity

3. Multi-dimensional concept

Organizational climate is considered as a multi-dimensional concept where its numerous

dimensions include the degree of conflict, leadership style, authority structure and autonomous
nature

4. Intangible concept

An crucial characteristics of organizational climate is that it is considered a qualitative or

intangible concept as it is quite challenging to explain its components in measurable units

5. Enduring quality

Organizational climate is built over a certain period and is the representation of the
enduring quality of the internal environment of the company that is experienced by its
employees
Factors affecting organizational climate
• The structure of the organization including rules, regulations and constraints
• Feelings of helpfulness in the work environment
• Perception of the relative risk in the work situation
• The level of conflict and tolerance the work environment can tolerate
• Being confident of the appropriate records
• Individual responsibility of an employee
• Working with cooperative individuals
• Opportunities that have an impact on personal initiative
• Working with a competent superior
• Functions objectives, goals and mission in the organizational context
• Operating procedures of an organization
• Degree of centralization
• Leadership styles and decision-making process has a direct impact on the
organizational climate
• Physical space characteristics and employee safety has an impact on organizational
climate
• Organizational values and organizational climate are interlinked

Influence of organizational climate on human performances

The influence of organizational climate on human performance can be described as

• Organizational climate provides an environment where the employee either feels

satisfied or dissatisfied. Excellent and positive work environment motivates the
members and boosts their levels of performances. The job satisfaction is directly
linked with the efficiency levels of the employees as it reduces turnover if found
favourable
• Organizational climate is directly related to employee performance as it has a
significant impact on the attitude of the employees.
• Human performance is predictable for employees who work in a consistent
organizational climate. An inconsistent organizational climate harms employee
productivity
 • Impact of organizational climate
• Organizational climate has been directly linked with the performance of the employees as
it has an impact on their job satisfaction. The four mechanisms through which
organizational climate impacts the behaviour of the employee is

• 1. Evaluation of self as well as others

Evaluation of self or someone else will affect human behaviour. It is a fact that
organizational variables including psychological and physiological variables are used in
the evaluation process

• 2. Constraint system
It is easy to influence human behaviour through a system of rewards and punishments.
The organization can use the constraint system in both a negative and positive way by
giving out viable information about the behaviour and attitude that will be ignored,
punished and rewarded. It is generally used in case of employees that are interested in
various behavioural outcomes.
• 3. By acting as stimuli
The organizational factors act as stimuli in influencing human behaviour. The stimuli
have an impact on the arousal levels that ultimately affect the participation and
performance level of the employees
• 4. Helping the employees to form perception

Organizational climate has a vital role to play in higher levels of productivity, better
human relations and greater employee satisfaction. It influences employee behaviour by
assisting in forming important perceptions and impressions of the organization

Dimensions of organizational climate

The dimensions that represent the climate of organizational are

1. Inter-Personal Relationships

The informal groups in an organization can work both ways as it can displace the goals and
objectives of the company as well as prove beneficial for the organization.

One of the essential dimensions of organizational climate is that the interpersonal relationships
are often reflected through the formation and operation of these informal groups
 2. Dominant Orientation
This is a crucial component or dimension that helps to determine organizational climate.
When the dominant orientation is subjected to the rules and regulations of the
organization that are already in place the organizational climate will be influenced by
control whereas if the purpose of dominant orientation is to produce excellence, then it
will be affected by the achievement

3. Organizational structure

It is one of the major components of organizational climate that serves as the groundwork of
interpersonal relationships between the lower and higher levels of employees.

Who will work under whom and which superiors are responsible for which subordinates are
clarified at the beginning through the organizational structure? It is a proven fact that
decentralization encourages participation in decision-making whereas centralization has the
opposite effect

4. Individual autonomy

A critical dimension or component of organizational climate is individual autonomy. It means

that if individuals are given enough authority, power and freedom, it will lighten the workload of
higher executives and bring forth efficiency in operations

5. Conflict management

Intra-group and inter-group conflicts are an integral part of an organization, and the
organizational climate to a higher degree is dependent upon how these are managed.

In case the conflicts are handled the work environment effectually will show cooperation and
harmony, and if not, then the workplace will show non-cooperation and distrust.

6. Organizational control system

Another component of organizational climate is the organizational control system which can be
either flexible or rigid. A rigid control system will not have much scope for self-regulation and
will result in an impersonal environment in the organization
7. Communication

The communication system of a place has a direct impact on its organizational climate. The
determinants are type, flow, direction and dispersing of the flow of information.

8. Relations-oriented or task-oriented management

Another dimension of organizational climate is relations-oriented or task-oriented management.

The dominant or aggressive style of the managers or leadership is reflected via task-oriented
management and will show their autocratic behaviour.

9. Rewards and punishment

Another dimension of organizational climate is the concept of rewards and punishment. In case
the reward system is directly linked with productivity and performance, then it will encourage
healthy competition amongst the employees.

Everyone will work hard and try to give their best to earn promotions or other incentives and
benefits as rewards. In case the distribution of rewards is considered bias then it will lead to low
employee morale

10. Risk-taking

Another dimension of the organizational climate is risk-taking. When the employees can try out
new ideas without any hesitation, it results in innovative ideas and a better work environment

How to improve organizational climate

The morale and motivational level of the employees. It attracts new talent and boosts
interpersonal relationships. The ways to grow and develop organization climate are as follows-

1. Identifying the current state of organizational climate

Change is possible only if you are aware of the things that need to be changed. The best way is to
understand the current state of the organizational climate and identify the things that need to be
fixed.

Conduct employee surveys if you are looking for ways to develop and improve organizational
climate. This will tell you about the factors making a positive contribution as well as the ones
that are not having the desired impact.

2,Raise awareness about the mission of the organization

It is imperative to know and update your team members about the value, mission and direction of
the organization. Make them understand their role in the overall mission and its impact on the
projects of the organization.

Raise awareness about the mission of the organization if you are looking for ways to improve
and develop the organizational climate.

3. Identify the factors that motivate people

It becomes difficult to follow the same routine day-by-day and complete similar old tedious
tasks. Identify the factors that motivate people and assist in strengthening them if you are looking
for ways to develop and improve organizational climate.

Clear structure in the organization, open flow of information via right communication channels
and realistic goals assist in understanding whether the supervisor values the personal qualities
and skills of the employees.

4. Improve task delegation

Understand the delegation process so that you can make useful improvements and changes to
develop the organizational climate of a company. It becomes imperative to know why some
people find favour or why some are chosen for specific responsibilities and tasks, whereas others
are not.

5. Encourage team cooperation

Encouraging team members to give their best is one of the ways to improve and develop
organizational climate. Develop a feeling of unity to grasp opportunities that can help you to
attain goals.

It is the responsibility of the management to provide meaningful feedbacks regularly to let them
know about their performances and the places where improvement is possible and necessary.
Organizational culture

organizational culture has been defined as “a pattern of shared basic assumptions learned by [an
organization] as it solved its problems of external adaptation and internal integration, which has
worked well enough to be considered valid and, therefore, to be taught to new members as the
correct way to perceive, think, and feel in relation to those problems”

Organizational culture is closely aligned with the values and beliefs that manifest themselves in
almost all aspects of organizational life, and which ultimately make the organization unique.

These two perspectives for studying and understanding organizational culture tend to be related
to the methods used for studying organizational culture. Because those who view organizations
as having cultures tend to be interested in predicting organizational outcomes and making
comparisons across organizations, the tendency is to use quantitative methods, particularly
surveys, to measure culture. Because those who view culture as something organizations are tend
to be interested in understanding the insider’s perspective and in the deeper layers of
organizational culture that organizational members may not even be fully aware of, the
propensity is to use qualitative methods that can provide rich, in-depth accounts of organizational
life.

Impact of Organizational Culture and Climate on Employee

Behavior and Performance
Organizational culture and climate can significantly influence employee behavior and
performance. A positive culture and climate can enhance employee engagement, job satisfaction,
and productivity, resulting in improved employee performance. Employees who feel valued and
appreciated by the organization are more likely to be committed to their work and be motivated
to achieve organizational goals. On the other hand, a negative culture and climate can lead to
high employee turnover, absenteeism, and low productivity. A hostile work environment or poor
management practices can create a negative perception of the organization, leading to reduced
employee morale and job satisfaction.
Creating a Positive Organizational Culture and Climate
Organizations can take several steps to create a positive organizational culture and climate. First,
organizations should define their values and beliefs and ensure they align with their
organizational goals. Leaders can lead by example and demonstrate the desired behavior that
reflects the organization's values and culture. Employees should also be involved in the decision-
making process to foster a sense of ownership and commitment to the organization. Regular
communication and feedback between employees and management can also help create a
positive climate that fosters open communication and trust.

FUNCTIONS OF ORGANIZATIONAL CULTURE:

These are the functions being served by the organization

Sense of identity
• Sense-making device

Reinforcing the values in organization

Control mechanism for shaping behavior

SENE OF IDENTITY:

Culture provides a sense of identity to the members and enhances their commitment towards the
organization.

SENSE MAKING DEVICE

Culture in the organization provides the employees to interpret the

meaning of the organizational events. Values m the organization can be reinforced by the
cultural activities.

VALUE REINFORCEMENT:

CONTROL MECHANISM:

In shaping the behaviour of members in the organization culture plays the big role.
IMPORTANCE OF ORGANIZATION CULTURE

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

HOW DID ORGANIZATIONAL CULTURE START

While organizational cultures developed in different ways, the process usually involves some
version of the following steps:
• A single person (founder) has an idea for a new enterprise

The founder brings in one or more other key people and creates a core group that shares a
common vision with the founder

The founding core group begins to act in concert to create an organization by raising funds,
obtaining patents, incorporating, locating space, and building.

• At this point, others are brought into the organization and a common history begins to be built

Most of today's successful corporate giants in all industries basically followed these steps. Three
well-known representative examples are Motorola, McDonald's and Wal-Mart

NEED OF THE STUDY

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

SCOPE OF THE STUDY

It is necessary for any management to ensure that employees are satisfied with their job. For the
benefits of the organization, A study on organization culture measures helps the management to
understand the attitude of the employees towards their job. It tells how the people feel about their
relationship with an industry, and their welfare of job. It scientifically contributes towards
employee's productivity and morale.
CHAPTER - V
DATA ANALYSIS AND INTERPRETATION
WITH PIE CHART AND BAR GRAPHS
Marshall and Rossman (1999:150) describe data analysis as the process of bringing
order, structure and meaning to the mass of collected data. It is described as messy,
ambiguous and time-consuming, but also as a creative and fascinating process.
Data interpretation is a data review process that utilizes analysis, evaluation, and
visualization to provide in-depth findings to enhance data-driven decision-making.
Here we are using quantitative analysis . Quantitative analysis refers to the examination
and explanation of numerical values through a statistical lens. Similarly, with regard to
data interpretation, quantitative analysis involves analyzing numerical data that can be
then applied to statistical modelling for predictions.
Opinion survey was done with employee and executive , who though covers a very low
percentage of executives in RELIANCE but they gave a very commendable and
concrete response that we can conclude the factor of ORGANIZATION CLIMATE in
that organisation.

Some of the more common visualization formats include:

• Bar charts
The main objective of this survey was to assess the level of employee satisfaction index
and work environment index for RELIANCE with an aim of making improvement
recommendations.
The specific objectives included:

• Implement an employee recognition program to help your employees feel valued.

• Promote training and development at all levels of the company.
• Create a positive working environment and encourage employees to develop a
healthy work-life balance.
• Foster healthy competition
 TOTAL NO OF EMPLOYEES-2,30,000 employees
Reliance is India’s largest private sector employer and has more than 2,30,000 employees
working in different businesses.

Question Strongly Agree Neither agree Disagree Strongly

Agree nor disagree Disagree
Do you feel your
company is a good
company to work for? 27.00% 52.00% 12.00% 5.00% 4.00%
Does your company
work environment
motivate you to do 30.00% 50.00% 10.00% 5.00% 5.00%
good work?
Do you feel you have
growth opportunities 31.00% 54.00% 12.00% 3.00% 2.00%
in this company?
Do you do good work
only to make more 2.00% 2.00% 12.00% 28.00% 56.00%
money?
Do your colleague
cooperate with you? 25.00% 55.00% 12.00% 4.00% 7.00%
 Do you feel your company is a good company to work for?
4.00%
5.00%

12.00% 27.00%

52.00%

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

Does your company work environment motivate you to do

good work?
5.00%
5.00%

10.00% 30.00%

50.00%

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree
 Do you feel you have growth opportunities in this
company?
3.00% 2.00%

10.00%
31.00%

56.00%

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

Do you do good work only to make more money?

2.00% 2.00%

12.00%

56.00% 28.00%

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree
 Do your colleague cooperate with you?

4.00%
7.00%

25.00%
12.00%

55.00%

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree
CHAPTER-VI
FINDINGS

From the analysis of working climate in reliance ,Bhubaneswar, Jatani ,I found that-
• Their wages and salaries are increased every year.
• They get growth opportunity.
• More coordination should be there

SUGGESTIONS

Organization need to be performance oriented to be competitive. The ability of an organization

to a changing environment is crucial for survival.
• Working environment of company is much more fruitful
• They love to work at reliance industry
• They get timely incentives and bonus turnover might occurs.
• They adopt new culture in their environment.
BIBILIOGRAPHY

BOOKS

➢ K.ASWATHAPPA Author of HRM

➢ K.ASWATHAPPA Authpr of OB
➢ T.N CHHABRA

WEBSITES
➢ www.tandfonline.com
➢ www.researchgate.net
➢ en.wikipedia.org
➢ www.theceo.in
➢