Stusy of Organisation Climate of Tata Steel

Topics: Organizational studies and human resource management, Organization, Statistical significance Pages: 19 (5286 words) Published: June 22, 2009

Study of the Organizational climate of Jharia division of TATA steel Ltd

1. Introduction
2. About TATA STEEL Ltd: - My organisation
3. Methodology
3.1 rationale of study
3.2 Objective of the study
3.3 Hypothesis test
3.4 Questionnaire of the survey
3.5 Statistical analysis
3.6Limitation of the study
4. Survey data tabulation, Analysis and Interpretation
5. Findings
6. Conclusion

1. Introduction

This Project is a part an assignment for the Organizational Behavior course of Executive PGP course. This project studies the TATA STEEL Jharia division organizational climate for officers. Also through the project, it has been tried to give looks at working environment, Knowledge exchange, Human resource practices, team norms and organizational commitment. The objective of the survey was to measure the organizational climate of the TATA Steel Jharia division it’s outcomes and consequences on long and short term on by capturing the satisfaction level of the employees.

Organizational climate is shared perception of the way things are around the organization. It is individual perception and cognitive representation of the work environment both. Organizational 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 climates inhibits discretionary effort. ‘Organizational climate’ refers to the quality of working environment. Every organization is different and has a unique feeling and character beyond its structural characteristics. Thus every organization deals with its member in a distinct way through its policies on allocations of resources, communication pattern, reward and penalty, leadership and decision making style, etc. The organizational policy and conviction with regard to all these and a cluster of other related activities influence the feelings, attitudes and behavior of its members and results in the creation of the unique 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. Organizational climate studies 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 qualities which had become central to the climate research.

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...
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