Corporate Culture

CHAPTER – I
1.1 INTRODUCTIONABOUT THE STUDY

Human resource is a product of the human relations movement of the early 20th
century, when researchers began documenting ways of creating business value through the
strategic management of the workforce.
The function was initially dominated by transactional work, such as payroll and
benefits administration, but due to globalization, company consolidation, technological
advance Paper, and further research, HR now focuses on strategic initiatives like mergers and
acquisitions, talent management, succession planning, industrial and labour relations, and
diversity and inclusion. In startup companies, HR's duties may be performed by trained
professionals. In larger companies, an entire functional group is typically dedicated to the
discipline, with staff specializing in various HR tasks and functional leadership engaging in
strategic decision making across the business. To train practitioners for the profession,
institutions of higher education, professional associations, and companies themselves have
created programs of study dedicated explicitly to the duties of the function.
Academic and practitioner organizations likewise seek to engage and further the field
of HR, as evidenced by several field-specific publications. In the current global work
environment, all global companies are focused on retaining the talent and knowledge held by
the workforce. All companies are focused on lowering the employee turnover and preserving
knowledge. New hiring not only entails a high cost but also increases the risk of the
newcomer not being able to replace the person who was working in that position before. HR
departments also strive to offer benefits that will appeal to workers, thus reducing the risk of
losing knowledge.
Human Resource Management is a relatively new approach to managing people in

any organization. People are considered the key resource in this approach. it is concerned
with the people dimension in management of an organization. Since an organization is a body
of people, their acquisition, development of skills, motivation for higher levels of
attainments, as well as ensuring maintenance of their level of commitment are all significant
activities. These activities fall in the domain of human resource management.
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Human Resource Management is a process, which consists of four main activities,
namely, acquisition, development, motivation, as well as maintenance of human resources.
Scott, Clothier and Spiegel have defined Human Resource Management as that branch of
management which is responsible on a staff basis for concentrating on those aspects of
operations which are primarily concerned with the relationship of management to employees
and employees to employees and with the development of the individual and the group.
Human Resource Management is responsible for maintaining good human relations in

the organization. It is also concerned with development of individuals and achieving
integration of goals of the organization and those of the individuals. Northolt considers
human resource management as an extension of general management, that of prompting and
to stimulating every employee to make his fullest contribution to the purpose of a business.
Human resource management is not something that could be separated from the basic
managerial function. It is a major component of the broader managerial function.
CORPORATE CULTURE
Corporate cultureencompasses values and behaviours that "contribute to the unique

social and psychological environment of an organization." According to Needle
(2004), Corporate culturerepresents the collective values, beliefs and principles of
organizational members and is a product of such factors as history, product, market,
technology, strategy, type of employees, management style, and national culture; culture
includes the organization's vision, values, norms, systems, symbols, language, assumptions,
beliefs, and habits.
Business executive Bernard L. Rosauer (2013) developed what he refers to as an

actionable definition of organizational culture: "Corporate cultureis an emergence – an
extremely complex incalculable state that results from the combination of a few simple
ingredients. In "Three Bell Curves: Business Culture Decoded" Rosauer outlines the three
manageable ingredients he says guides the culture of any business.
Ingredient #1 - Employee (focus on engagement)
#2 The Work (focus on eliminating waste increasing value) waste
#3 The Customer (focus on likelihood of referral).
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The purpose of the Three Bell Curves methodology is to bring leadership, their
employees, the work and the customer together for focus without distraction, leading to an
improvement in culture and brand. Reliance of the research and findings of Sirota Survey
Intelligence, who has been gathering employee data worldwide since 1972, the Lean
Enterprise Institute, Cambridge, MA, and Fred Reichheld/Bain/Asymetrix research relating to
Net PromoterScore.
Ravasi and Schultz (2006) wrote that Corporate cultureis a set of shared assumptions
that guide what happens in organizations by defining appropriate behaviour for various
situations. It is also the pattern of such collective behaviours and assumptions that are taught
to new organizational members as a way of perceiving and, even, thinking and feeling. Thus,
Corporate cultureaffects the way people and groups interact with each other, with clients, and
with stakeholders. In addition, Corporate culturemay affect how much employees identify
with an organization.
Schein (1992), and Kotter (1992) advanced the idea that organizations often have very
differing cultures as well as subcultures. Although a company may have its "own unique
culture", in larger organizations there are sometimes co-existing or conflicting subcultures
because each subculture is linked to a different management team.
UNDERSTANDING ORGANIZATIONAL CULTURE
Would you act the same way at a rock concert as you would while watching a
symphony orchestra perform? Although there are no written rules that dictate the acceptable
way to act at either type of performance, the concert audience will try to make it very clear to
you if your behavior does not conform to what they consider to be appropriate.
Would you dress the same way to attend a golf tournament as you would to attend a
football game? Although both are sporting events, there are a set of unwritten rules that
dictate what is considered to be the acceptable way to dress for each type of event, and the
people in attendance will send you signals as to whether or not they think you are dressed
appropriately.
At concerts, sporting events, and just about everywhere that people get together,
group members convey social expectations by how they dress and act. Newcomers to the
group are expected to learn what is acceptable to the group by observing the behavior and
dress code of the group members and adapting to the situation accordingly.
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DEFINING ORGANIZATIONAL CULTURE
Corporate cultureworks a lot like this. Every company has its own unique personality,
just like people do. The unique personality of an organization is referred to as its culture. In
groups of people who work together, Corporate cultureis an invisible but powerful force that
influences the behavior of the members of that group. So, how do we define organizational
culture?
Corporate cultureis a system of shared assumptions, values, and beliefs, which

governs how people behave in organizations. These shared values have a strong influence on
the people in the organization and dictate how they dress, act, and perform their jobs. Every
organization develops and maintains a unique culture, which provides guidelines and
boundaries for the behavior of the members of the organization. Let's explore what elements
make up an organization's culture.
Corporate cultureis composed of seven characteristics that range in priority from high
to low. Every organization has a distinct value for each of these characteristics, which, when
combined, defines the organization's unique culture. Members of organizations make
judgments on the value their organization places on these characteristics, and then adjust their
behavior to match this perceived set of values. Let's examine each of these seven
characteristics.
CHARACTERISTICS OF ORGANIZATIONAL CULTURE
The seven characteristics of Corporate cultureare:

1. Innovation (Risk Orientation) - Companies with cultures that place a high value on
innovation encourage their employees to take risks and innovate in the performance of
their jobs. Companies with cultures that place a low value on innovation expect their
employees to do their jobs the same way that they have been trained to do them,
without looking for ways to improve their performance.
2. Attention to Detail (Precision Orientation) - This characteristic of Corporate

culturedictates the degree to which employees are expected to be accurate in their
work. A culture that places a high value on attention to detail expects their employees
to perform their work with precision. A culture that places a low value on this
characteristic does not.
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3. Emphasis on Outcome (Achievement Orientation) - Companies that focus on results,
but not on how the results are achieved, place a high emphasis on this value of
organizational culture. A company that instructs its sales force to do whatever it takes
to get sales orders has a culture that places a high value on the emphasis on outcome
characteristic.
4. Emphasis on People (Fairness Orientation) - Companies that place a high value on

this characteristic of Corporate cultureplace a great deal of importance on how their
decisions will affect the people in their organizations. For these companies, it is
important to treat their employees with respect and dignity.
5. Teamwork (Collaboration Orientation) - Companies that organize work activities

around teams instead of individuals place a high value on this characteristic of
organizational culture. People who work for these types of companies tend to have a
positive relationship with their coworkers and managers.
6. Aggressiveness (Competitive Orientation) - This characteristic of Corporate

culturedictates whether group members are expected to be assertive or easygoing
when dealing with companies they compete with in the marketplace. Companies with
an aggressive culture place a high value on competitiveness and outperforming the
competition at all costs.
7. Stability (Rule Orientation) - A company whose culture places a high value on

stability are rule-oriented, predictable, and bureaucratic in nature. These types of
companies typically provide consistent and predictable levels of output and operate
best in non-changing market conditions.
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INDUSTRY PROFILE
Garment Industry
The Garment Industry of India is an Rs -one trillion industry. Almost 33 % of its

knitwear production and about 20% of its woven-garment production, both by volume, enters
export markets. Overall about 25 % of the volume of its garment production goes into export
markets, leaving 75 % for domestic consumption.
The Industry covers over one lakh units and employs about 6 million workers, both
directly and indirectly in almost equal proportion. The indirect portion helps to sustain the
direct production sector in the shape of items associated with the garment industry production
including sewing/embroidery thread, buttons, buckles, zippers, metal plates, cardboard
sheets, plastic butterflies and packaging material.
Organized sector of the garment industry is roughly 20% of the total industry,
concentrating chiefly on exports. These are usually limited Companies while the rest are
proprietary or partnership Companies.
Geographically, men's garments are largely produced in western and southern India
while production of ladies garments predominates in North India. Eastern section of India
specializes in children garments where in fact, these took their birth.
Fibre-wise, 80% of the production is of cotton garments, 15% of synthetic/mixed

garments and the rest of silk and wool garments.
The industry manufactures over a 100 different types of garments for men, women
and children. These includes overcoats/raincoats, suits, ensembles, jackets, dresses, skirts,
trousers, shirts, blouses, inner-garments, T-shirts, jerseys/pullovers, babies garments as well
as accessories like shawls/scarves, handkerchiefs, gloves and parts of garments.
Fabric constitutes 65 to 70% of the cost of production with labour making up a further
15% and the rest go for overheads and manufacturer's profit.
Retail trade in India is spread over department stores, hyper markets/discount stores
and specialty stores. A number of shopping malls have sprung up all over the country,
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especially in the metros. Due to this, land prices have spiraled. Attention now shifts to "B"
class, "C" class cities and the rural area.
Government policies of economic liberalization have raised incomes, encouraged

women entrepreneurs resulting in a steep rise in family incomes and making available
increasing levels of disposable income in their hands. This has helped to increase purchase of
garments but has limited this purchase due to rise in prices of food grains on account of
unseasonable weather. The benefit of economic reforms has percolated down to rural areas
coupled with the spread of education. In fact, some of rural areas enjoy a life-style
comparable to or even better than that enjoyed by urban folk.
For the last several years, 9 to 10% of the disposable income goes into the purchase of
garments and textiles in items like house-finishing, drapers, tapestries and the like.
Export of garments and accessories from India are routed to all corners of the world.
However, the USA, EU and Canada together account for 70% of world exports. Markets in
Asia, Africa, East Europe, Australia, New Zealand and countries in the Pacific Ocean account
for the rest.
Immediately after the cessation of ATC (Agreement on Textiles and Clothing) in

December 2004, limiting exports of textiles and garments from India, there was a 25% spurt
in exports of garments in the following year. This has since slowed down to around 10%. A
number of supplying countries from Asia have come into existence, notably, Bangladesh,
Vietnam, Srilanka, Cambodia and Pakistan resulting in cut-throat competition in the supply
of popular varieties helping to bring down prices. India has had to adopt innovative practices
by upgrading the quality of product in order to sustain (leave alone increase) her market share
in the world community. In recent years, appreciation of the Indian Rupee vs.US $ and the
downslide in US economy has had a restraining effect on garment exports from India, but the
industry is now coming to terms with the development.
As a labour-oriented industry, the activity in production and marketing has now

shifted to Asia with India and China being leading suppliers as well as markets for garments.
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Major Trends in Apparel and Clothing
1. Global garment exports are valued at more than US$310 billion a year, of which the
world's top 15 clothing exporters account for more than 80%.
2. China continues to develop its textile and clothing exports despite the re-imposition of
quotas by the United States, Europe and some other developing countries till
December 2008 as a temporary safeguard measure on exports from China. The gain is
due to the strategy of China to divert its clothing wholesale destinations from US and
EU to other Asian countries.
3. Developing countries in Asia continue expanding their Textile Garment Industry due
to their very-low-cost production. Apart from China, the true gainers of the post-quota
period are India, Bangladesh, Cambodia and Vietnam.
4. India is the second most preferred country after China for textile and apparel sourcing.
Its Apparel industry is likely to achieve an export target of US$ 25 billion by 2010-11.
The rise of exports in India is due to several factors like vast sources of raw materials,
low labor costs, entrepreneurship and design skills of Indian traders, changes in the
policies to open up Indian economy to the outside world etc.
5. Bangladesh has emerged as a key player in RMG sector (Ready Made Garment
Industry). 76% of its total textile and clothing export earnings comes from the apparel
industry. The chief factor behind this is abundant and cheap labour force available
here.
6. Turkey and Brazil are the emerging markets for investment by apparel manufacturers
and traders.
7. One of the main beneficiaries of th textile and clothing exports dese drop in US
imports from China is Vietnam. In the first quarter of 2008, sales of Vietnamese
apparel and dresses in the US market were up by over 30%.
8. Cambodia's garment industry is continuing to attract new investors and increase its
garment exports.
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COMPANY PROFILE
About as
SCM Garments Private Limited forayed into the textile industry in 1989 at Tirupur.
Initially established to cater to the increased demands of the export market, today, we are a
vibrant presence in the hosiery map of India.
In our 2-decade long presence in the textile industry, we have seamlessly transcended
time to establish ourselves as a company with a global vision. Being the garment exports arm
of TCS, we represent our group abroad, a role that we fulfil with utmost responsibility, and
will continue to do so.
Founder
As a part of the TCS Textiles Pvt. Ltd., we uphold the visionary values of our founder
Shri.A.Kulandaivel Mudaliar. It was his vision that revolutionised a humble weaving
enterprise into a conglomerate with diverse business interests.
The management
A dynamic Management at the helm of affairs ensures that SCM draws from the
glorious repository of its past while continuing to draw ambitious blueprints for the future. It
is our Management’s sense of foresight that has marked our expertise in different ventures
and made us a much-revered group in the industry
Vision
To deliver innovation and quality to our customers by following a progressive and on

time approach and further the cause of a sustainable future by promoting an eco friendly
approach in all our operations.
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SCM Group
At the SCM Group, we are driven by the effort to excel in whatever we do. Whether it
is spinning, garmenting, processing or energy, we have strived to create a niche in each of our
endeavours. Today, we have been able to achieve a coveted position in the industry but we
aim to scale even greater heights in the years to come.
THE GROUP POLICY
“Stipulated Quality with Continuous Improvement to Maximize Productivity and

Galvanize Customer Satisfaction” is the policy followed at SCM. Strict implementation of
the policy has helped us deliver contracted quality norms at minimal turnaround time and also
maximize our client’s winning edge.
SCM group
The journey of our group, started in 1962 with retailing, continues to create
milestones in research, design, product development, manufacturing and marketing.
Our group companies comprise
The Chennai Silks
possibly the largest textile kingdom in Tamilnadu
Sree Kumaran Thangamaligai & The Chennai Silks Jewellery Mahal
a series of outlets housing exquisite and exclusive Jewellery
SCM Gaments Pvt. Ltd.
Manufacturers & Exporters of Knitted garments
SCM Textile Spinners
Manufacturers & Exporters of Yarns
SCM Textile Processing Mills
for dyeing & printing
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SCM Energy Pvt. Ltd.
harnessing Green Power
The KTM Jewellery Pvt. Ltd.
Manufacturers of Exquisite Jewellery
Aathava Garments Pvt. Ltd.
Manufacturers of Knitted and Woven garments.
Corporate responsibility
Operations at SCM are driven by a strong sense of commitment to the society and
environment. We are one of the first factories down South to be certified for organic cotton
production by GOTS, covering all processes. We adhere to an eco-care programme that
includes eco friendly dyes, ETP with Reverse Osmosis, industrial procedures for reduced
carbon emission and an agro field that does not use any chemical fertilizers. As part of our
Corporate Social Responsibility, we do not encourage child labour in any of our units.
Employee welfare
At SCM, we recognise that business is not just making deals; it is about human
relationships as well. Which is why, we have initiated a series of welfare measures to
improve the life of our employees. In our own small way – whether it is providing
transportation facilities, comprehensive health care, education opportunities – we want to let
our people know that we truly care…
INFRASTRUCTURE
Our rise to the top as a manufacturer & exporter of knitted and woven garments has been
marked by
 A fully-integrated set-up for knitted garments manufacturing, with all the processes
done in-house
 An efficient Supply Chain Management to take care of every stage - from
procurement to product delivery
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A meticulous Business Planning & Management system which makes sure streamlined
methods are followed across the value chain.
SPINNING
Our spinning division facilitates the production of the finest combed cotton yarn.
While 50% of the facility is dedicated to manufacturing heavier count yarns like 30s, 34s &
40s, the remaining 50% produces finer yarn of counts 60s & 80s. With 28 combing machines,
45 ring frames and 20 Auto Coner machinery, the spinning unit is well suited to handle huge
loads. The use of organic cotton and imported machines help us give the quality of the yarn
as desired by the buyers
KNITTING
Sourced from some of the best manufacturers around the world, our knitting machines
enable a variety of designs that help us handle diverse orders in knitting. Rib, Interlock and
Fancy designs are created using German and Italian machinery. Interlock, Drop Interlock and
Auto Stripes are facilitated with Spanish machines. Taiwanese machines for Rib and Wheel
Jacquard with Lycra, Japanese Collar knitting machines to knit all types of flat knit collars
and machines from Singapore for Jersey with 3 thread conversion complete the knitting
division
DYEING
This unit, situated at Erode, houses advanced machinery from Thies, Germany as well
as HTHP machines for polyester dyeing, winch dyeing, Soft flow machines, drying machines
and rotary printing. Our Reverse Osmosis feed tank plant recycles discharged water so as to
make it suitable for irrigation, thereby testifying to our eco-friendly operations.
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PROCESSING
We have hi-tech imported compacting machines from USA & Italy for both open-
width and tubular fabrics. Taiwanese raising machines enable brushing on all varieties of
fabrics. Our sueding division has machines imported from Italy. Our in-house washing units
feature recyclable water and multiple wash options like silicon / stone and enzyme, bio-
polish, etc
GARMENT PRODUCTION LINE
Design studio
We have a contemporary design studio wherein the latest trends and techniques are
deployed for garment design. The studio comes equipped with the most up-to-date software
that facilitates pattern making, 3D imaging, graphics, draping, etc.
Cutting & spreading
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Cutting edge infrastructure and master craftsmen comprise our cutting division. The
latest Cutting Systems from USA, with CAD, CAM, CAS, exclusive Plotting facilities and
Band Knife Cutting Machines from Japan, Korea and Germany are the highlights of this
division. Our automatic spreading machines enable the spreading of tubular, open-width and
woven fabrics.
Stitching
It is a process that requires a high degree of dexterity and astute precision. To ensure
this, we have a team of skilled personnel who work towards stitching perfection. We have
more than 2500 imported sewing machines. What sets us apart, is our 40 production lines
maintained as per the guidance of Kurt Salmon Associates, the renowned global Management
Consultancy
Finishing & checking
Oil fired boilers provide steam at required temperatures for pressing and drying. For
shirts & trousers, a separate pressing facility has been allocated. The garment is then
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completely checked for defects. Japanese Needle detector machines have been installed for
100% metal-free products.
Packing
The last stage before despatch, packing is done with the utmost meticulousness. In-
house stuffing is carried out with great care. From expert packing to safe dispatch and
delivery, the highest standards are complied with.
Printing
Our trendy print designs are capable of creating impressive impressions. To offer a
complete range of print options, we have installed state-of-the-art placement printing
machines. These machines facilitate various types of prints. The prints include reactive,
discharge, pigment, plastisol, high density, flock, rubber etc
QUALITY ASSURANCE
At SCM, we are known for the impeccable quality of our garments. We have
implemented AQL 2.5 Level Quality & Standards and developed a 4 point system to ensure
every step of our manufacturing process passes rigorous norms. Therefore, right from the raw
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material to the finished product, quality control is stringently exercised. It is our meticulous
commitment to quality that remains one of our greatest strengths.
RECOGNITION
Our certifications recognise our endeavours as well as drive us to excel in our efforts.
A government recognized star export house, we are certified for ISO 9001:2000, Oeko TEX
Class 1 & 2, GOTS Certification for Organic Cotton, WRAP accreditation and SA 8000.
They remind us to continue being responsible in all our initiatives, be it quality, environment
or society.
PRODUCTS
Combining class and comfort, we offer a complete range of products for men, women,
and children.
EXPORTS
Through the years, we have been associated with renowned brands and retail stores in
Europe, USA & Canada. Our distinguished clients include Decathlon, Tesco, Carrefour,
Lindex, C&A, Hanes Brand, Polo, Ralph Lauren, NEXT, Kiabi, Columbia Sportswear, Bhs,
Wal-Mart, Aldi stores, Guess Jeans & Spring Field.
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CAREERS
Work at SCM is all about an environment that is conducive for personal fulfilment
and professional aspirations. We nurture every individual and hone their skills so that they
realise their maximum potential. If you are looking at enhancing your career prospects, get in
touch with us and we will get back to you, if YOU are the one that we are looking for!
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STATEMENT OF THE PROBLEM
Corporate cultureinfluences to a great extent the performance of the employees

because it has a major impact on motivation and job satisfaction of individual employees.
Corporate culturedetermines the work environment in which the employee feels satisfied or
dissatisfied. Since satisfaction determines or influences the efficiency of the employees, we
can say that Corporate cultureis directly related to the efficiency and performance of the
employees. The Corporate culturecan affect the human behavior in the organization through
an impact on their performance, satisfaction and attitudes. Corporate cultureof different
companies in the same Industry may vary, based on the type and size of the company.
Without the effective Corporate culturean organization cannot achieve its goals.
Corporate cultureplays an important role in the development of the organization. This study is
carried out to know the effectiveness of the Corporate culturein SCM garments
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OBJECTIVES OF THE STUDY
Primary objectives:
A study the employee opinion towards the Corporate culture SCM garments, Avinashi
Secondary objectives:
1. To Study the Work Environment of the SCM garments
2. To Study the Employer-Employees relationship in the Concern.
3. To know the employees satisfaction level towards the facilities provide by the
organization.
4. To Suggest suitable measure for improving the Organizational Culture.
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SCOPE OF THE STUDY
1. It helps the management to know the workers satisfaction and dissatisfaction about
the company. It helps the management to know the workers feelings about the rules
and regulations of the Industries.
2. It helps the management to prevent any other job seeking by the workers.
3. This study helps the public to know the merits and demerits while stating the similar
type of Industry.
4. The scope of the study analysis with research design for primary sources in the
interview scheduled.
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LIMITATIONS OF THE STUDY
1. The study was conducted only with limited respondents.

2. Some of the respondents don’t give full attention because of their fear towards the
high authority.
3. Excessive sounds from the several machines at work place act as a hindrance of study.
4. The time is very short period.
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CHAPTER - II
REVIEW OF LITERATURE
Helen Pickering (1999) The paper, based on work undertaken for the Ministry of
Agriculture, Fisheries and Food and National Power, reviews the growing interest in using
Paper stabilised coal-fired power station by-products (pulverised fly ash (PFA) and flue gas
desulphurisation (FGD) gypsum) in artificial reef construction. It focuses on the physical and
environmental suitability of the material and the legal and policy issues which will determine
its future use. In so doing, it explores the relationship between science and policy making and
the allengulfing nature of the wider environmental agenda.
Chee W Chow (1999) This study examines cultural factors which may facilitate or impede
the sharing of informal information in the context of face-to-face meetings in Chinese
compared to Anglo-American organizations. Both qualitative and quantitative data were
collected through personally conducted interviews with middle level managers in a sample of
Taiwanese and Australian manufacturing firms. The results suggest the importance of
individual differences, individual assertiveness, and corporate culture in influencing informal
information sharing in Australia; and the trade-off between collective interests, respect for
hierarchical status and concern with face in Taiwan.
F.W Guldenmund (2000)This paper reviews the literature on safety culture and safety
climate. The main emphasis is on applied research customary in the social psychological or
organisational psychological traditions. Although safety culture and climate are generally
acknowledged to be important concepts, not much consensus has been reached on the cause,
the content and the consequences of safety culture and climate in the past 20 years.
Moreover, there is an overall lack of models specifying either the relationship of both
concepts with safety and risk management or with safety performance. In this paper, safety
culture and climate will be differentiated according to a general framework based on work by
Schein (1992 Schein) on organisational culture. This framework distinguishes three levels at
which organisational culture can be studied — basis assumptions, espoused values and
artefacts. At the level of espoused values we find attitudes, which are equated with safety
climate. The basic assumptions, however, form the core of the culture. It is argued that these
basic assumptions do not have to be specifically about safety, although it is considered a good
sign if they are.
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Antoinette Fauve-Chamoux (2001) this formed a major part of the population in Rheims at
the end of the Old Regime. Traditionally, many pieces of cloth were woven both in urban and
rural families for Rhemish manufacturers (fabricants). With economic changes during the
18th century, the French cottage proto-industry was in crisis. Unemployed paper workers,
young males and females, moved to town. Family workshops had difficulties surviving in
Rheims. One of the sons inherited the family loom, but he rarely kept his independence.
Family histories presented in this study show how weavers relied on their family network in
and outside the city in order to deal with irregular demand. The market required that
production be diversified. At the same time, a concentration of the workforce developed in
new, larger family enterprises. The role of female workers in paper production was often
elusive. Single women and widows, women alone without a spouse, worked hard to survive
and could rarely keep their children at home.
Jon IvarHåvold (2005) Problem: Although there has been considerable interest in safety
culture and safety climate in many industries, little attention has been given to safety culture
in one of the world's riskiest industries, shipping. Method: Using both self developed items
and items from published research on safety culture, safety climate, and quality and
management style, a 40-item safety culture questionnaire was developed. The questionnaire
was distributed in a self-administered form to sailorsonboard 20 vessels and to officers
attending a seminar in Manila. A total of 349 questionnaires were collected (total response
rate, 60%). Results, discussion and impact on industry: Principal component analysis (PCA)
revealed 11 factors when the Kaiser eigenvalue rule was used and four factors when the scree
test criterion was used. The factor structure in the material confirmed structures found in
other industries. The relative importance of the factors from the factor analysis on “level of
safety” measures was tested by canonical correlation analysis and regression analysis.
J.M. Allwood(2007)Companies aiming to be ‘sustainability leaders’ in their sector and

governments wanting to support their ambitions need a means to assess the changes required
to make a significant difference in the impact of their whole sector. Previous work on
scenario analysis/scenario planning demonstrates extensive developments and applications,
but as yet few attempts to integrate the ‘triple bottom line’ concerns of sustainability into
scenario planning exercises. This paper, therefore, presents a methodology for scenario
analysis of large change to an entire sector.
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The approach includes calculation of a ‘triple bottom line graphic equaliser’ to allow
exploration and evaluation of the trade-offs between economic, environmental and in
organisation climate social impacts. The methodology is applied to the UK's clothing and
papersector, and results from the study of the sector are summarised. In reflecting on the
specific study, some suggestions are made about future application of a similar methodology,
including a template of candidate solutions that may lead to significant reduction in impacts.
J.M. Hawley (2009)Presented from a unified micro–macro or systems perspective, the

paperrecycling process impacts many entities and contributes significantly to the social
responsibility of contemporary consumer culture. Because Fruitsindustry are nearly 100%
recyclable, attention needs to be given to the recycling and recyclability of paper so that less
ends up in landfills. By raising consciousness concerning ecological issues, channels for
disposal, and environmentally conscious business ethics, steps can be taken toward a more
sustainable use and disposal of post-consumer.
Alan Zimmerman (2012)Almost every product imaginable is being copied and
manufactured in Paper China, then either sold there or exported elsewhere. While some
improvement in the overall intellectual property rights (IPR) environment in China has
occurred recently, the issue of piracy remains a daunting one. To understand Chinese IPR
conditions requires a look at the rapid growth of the nation's economy, as well as its history.
With booming economic conditions has come an equivalent surge in the manufacture of
counterfeit product, and ideologically the country's political culture has not lent itself to the
concept of ownership of intellectual property. Both Confucianism and Communism hold no
interest in individual ownership; historically, censorship has been considered more important
than copyrights, and inventions as belonging to the state. Though it is virtually impossible to
estimate the value of counterfeit product originating in China, totals may reach over $150
billion. Both firms doing business in China and foreign governments are dissatisfied with the
current level of IPR protection. Managers need to be proactive on many levels to be sure their
intellectual property is adequately protected.
GaniAldashev (2015) This chapter tries to synthesize the progress that economists have
made towards understanding various aspects of the role of religion in human societies from a
development economics perspective. We start by reviewing the contributions that consider
religious beliefs as exogenously given and try to understand their effects on individual
economic behavior, both directly and through the effect of religion on institutions.
24
S. Frumkin(2016)This chapter reviews the nature of innovation, particularly the concept of
‘disruptive innovation’ and the forces driving market change. It then discusses ways
companies can innovate, before specifically considering the nature of innovation in the
paperindustry. The chapter concludes with a series of case studies of how both larger and
smaller papercompanies have successfully developed innovative products.
Martina Gogolová (2017)The paper deals with the financial crisis and its impact on the
labour protection of chosen employer brands in the construction industry in Slovakia. The
labour protection generally means improving the working environment and the work culture.
The health and safety at work represents today one of the most important social policy areas
of the European Union. The neglect of labour Protection has the negative impact on the
employee, the employer and whole society. This doubly remains since 2008 and basically this
period continues today. It is a period of global economic crisis, which came up in a protection
work. In cases of massive investigation in companies, there is a risk of undermining the
protection of labour. This can be manifested, for example, in injury in companies in
sanctioned, occupational diseases, etc. For these reasons, the survey was carried out with
focus on chosen employer brands in Slovakia, and the results are presented in that paper.
YücelÖzkara (2018) Regional energy and environmental efficiency measurement is a

noteworthy research topic regarding regional development. Data Envelopment Analysis is a
suitable technique in the studies of energy and environmental efficiency. This study
investigates the efficiency and total-factor energy efficiency scores of the manufacturing
industry in 26 regions of Turkey between the years 2003 and 2012, using four data
envelopment analysis models supported by a total-factor framework. The first and the second
models are based on absence and presence of undesirable outputs, respectively; the third
model and the proposed new model aims to maximize energy saving potential considering
undesirable outputs. The empirical results show that TR10-Istanbul region is the best
performer and acts as a model for inefficient regions with its production composition. Total
electricity saving potential is investigated per each region and for the manufacturing industry
per each year between years 2003–2012. It is observed that Turkish manufacturing industry
has an average electricity saving potential of 39.7%, which reaches its highest in 2004 and
lowest in 2012.
25
CHAPTER-III
RESEARCH METHODOLOGY
3.1 RESEARCH DESIGN
“A Research Design is the arrangement of conditions for collection and analysis of

data in a manner that aims to combine relevance to the research purpose with the economy in
procedure”. The research design adopted for the studies is descriptive design. The researcher
has to describe the present situation in order to know the behavior of the consumers. Hence
descriptive research study is used. Descriptive research can only report what has happened
and what is happening.
3.2 PERIOD OF STUDY
The duration taken by the researcher for the data collection and analysis from
February 2019 to May 2019.
3.3 METHOD OF COLLECTION
It has two types
1. Primary data
2. Secondary data
Primary data:
Primary data means data which is fresh collected data. Primary data mainly been
collected through personal interviews, surveys etc.
Secondary data:
Secondary data means the data that are already available. Generally speaking
secondary data is collected by some organizations or agencies which have already been
processed when the researcher utilizes secondary data; the process of secondary data
collection and analysis is called desk research.
26
3.4 DATA COLLECTION TOOL USED
Questionnaireis a set of printed or writing question with a choice of answers, devised for
the purpose of a survey or statistical study.
3.5 SAMPLING
POPULATION
The aggregate elementary units in the survey are referred to as the population. Here it
covers the entire employees of SCM garments
Sample Size
Total number of sample taken for the study is 120 respondents.
Sample design
Probability sampling techniques were used for the study.
1.5.4. ANALYTICAL DESIGN (STATISTICAL TOOLS)
The data is collected from the customer during survey and analyzed using various tools.
The tools applied for study is,
 Simple percentage method

 Correlation
 Chi – square
SIMPLE PERCENTAGE ANALYSIS
Percentage refers to a special kind of ratio comparison between two or more data to
describe relationship between the data. Percentage can also be used to compare the relative
terms, the distribution of two or more series of data.
No. of respondents
Simple percentage = X 100
Total No. of respondents
27
CHI SQUARE TEST
A chi-square test is any statistical hypothesis test in which test statistic has a chi-square
distribution when the null hypothesis is true, or any in which the probability distribution of the
test statistic (assuming the null hypothesis is true) can be made to approximate a chi-square
distribution as closely as desired by making the sample size large enough.
Where
Oi = Observed frequency
Ei = Expected frequency
CORRELATION
Correlation is computed into what is known as the correlation coefficient, which

ranges between -1 and +1. Perfect positive correlation (a correlation co-efficient of +1)
implies that as one security moves, either up or down, the other security will move in
lockstep, in the same direction.
∑ XY
𝑟=
√(∑ X 2 ) (∑ 𝑌 2 )
28
CHAPTER – IV
DATA ANALYSIS AND INTERPRETATION
TABLE NO – 4.1
CLASSIFICATION OF RESPONDENTS BASED ON THEIR DESIGNATION
S.No Designation No of Respondents Percentage

1 Workers 55 46
2 Assistant manager 42 35
3 Manager 23 19
Total 120 100
Source: Primary Data
INTERPRETATION
The above table shows that, 46 per cent of the respondents are Workers, 35per cent of
the respondents are Assistant manager and the rest19per centof the respondents are
Managers.
Majority (46 per cent) of the respondents are Workers.
29
CHART NO –4.1
CLASSIFICATION OF RESPONDENTS BASED ON THEIR DESIGNATION
50%
46%
45%
40%
35%
35%
30%
Percentage
25%
19%
20%
15%
10%
5%
0%
Workers Assistant manager Manager
Designation
30
TABLE NO – 4.2
CLASSIFICATION OF RESPONDENTS BASED ON THEIR DEPARTMENT
S.No Department No of Respondents Percentage

1. Human Resource 12 10
2. Finance 11 9
3. Production 92 77
4. Marketing 5 4
Total 120 100
INTERPRETATION
The above table shows that classification of respondents based on their department,
10per cent of the respondents belong to human resource department, 9per cent of the
respondents are from finance departments, 77per cent of the respondents belong to
production department and the remaining 4per cent of respondedfrom marketing department.
Majority (77per cent)of the respondents are belongs production department.
31
CHART NO – 4.2
CLASSIFICATION OF RESPONDENTS BASED ON THEIR DEPARTMENT
90%
80% 77%
70%
60%
Percentage
50%
40%
30%
20%
10% 9%
10% 4%
0%
Human Resource Finance Production Marketing
Department
32
TABLE NO – 4.3
CLASSIFICATION OF RESPONDENTS BASED ON THEIR EDUCATIONAL

QUALIFICATION
S.No Educational Qualification No of Respondents Percentage

1. UG 22 18
2. PG 49 41
3. Diploma 32 27
4. Up to schooling 17 14
Total 120 100
INTERPRETATION
It is observed from the above table, 18 per cent of the respondents are
Undergraduates, 41 per cent are Post graduates, 27 per cent are Diploma holders and the rest
14 per cent completed their school level.
The analysis shows that a good majority of respondents (42 per cent) are post
graduates in this company.
33
CHART NO – 4.3
CLASSIFICATION OF RESPONDENTS BASED ON THEIR EDUCATIONAL

QUALIFICATION
45%
41%
40%
35%
30% 27%
Percentage
25%
20% 18%
14%
15%
10%
5%
0%
UG PG Diploma Up to schooling
Educational Qualification
34
TABLE NO – 4.4
CLASSIFICATION OF RESPONDENTS BASED ON THEIR GENDER
S.No Gender No of Respondents Percentage

1. Male 82 68
2. Female 38 32
Total 120 100
INTERPRETATION
The above table shows that, 68 per cent of the respondents are male and remaining
32per cent of the respondents are female.
Majority (68per cent) of the respondents are male.
35
CHART NO – 4.4
CLASSIFICATION OF RESPONDENTS BASED ON THEIR GENDER
80%
68%
70%
60%
50%
Percentage
40% 32%
30%
20%
10%
0%
Male Female
Gender
36
TABLE NO – 4.5
CLASSIFICATION OF RESPONDENTS BASED ON THEIR AGE
S.No Age No of Respondents Percentage

1. Below 20 – 30 42 35
2. 31 – 40 24 20
3. 41 – 50 35 29
4. Above 50 19 16
Total 120 100
INTERPRETATION
It is obvious from the above table, 35per cent of the respondents are Below 20 – 30
years old, 20per cent of the respondents are aged between 31 – 40 years old, 29per cent of the
respondents are belongsto the age category of 41 – 50 years old, remaining 16per cent of the
respondents are aged above 50years old.
Majority (35per cent)of the respondents are aged between 20 – 30 years old.
37
CHART NO – 4.5
CLASSIFICATION OF RESPONDENTS BASED ON THEIR AGE
40%
35%
35%
30% 29%
25%
percentage
20%
20%
16%
15%
10%
5%
0%
Below 20 – 30 31 – 40 41 – 50 Above 50
Age
38
TABLE NO – 4.6
CLASSIFICATION OF RESPONDENTS BASED ON THEIR MARITAL STATUS
S.No Marital Status No of Respondents Percentage

1. Married 76 63
2. Unmarried 44 37
Total 120 100
INTERPRETATION
The above table shows that, 63 per cent of the respondents are married; remaining
37per cent of the respondents are unmarried.
Majority (63per cent) of the respondents are married.
39
CHART NO – 4.6
CLASSIFICATION OF RESPONDENTS BASED ON THEIR MARITAL STATUS
70% 63%
37%
60%
50%
Percentage
40%
30%
20%
10%
0%
Married Unmarried
Marital status
40
TABLE NO – 4.7
CLASSIFICATION OF RESPONDENTS BASED ON THEIR OPINION TOWARDS

IMPROVEMENTS IN WORKING CONDITION
S.No Working Condition No of Respondents Percentage

1. Strongly agree 19 16
2. Agree 55 46
3. Neutral 24 20
4. Disagree 14 12
5. Strongly disagree 7 6
Total 120 100
It is observed from the above table, 16 per cent of the respondents are strongly agreed
that there are improvements in working condition, 46per cent of the respondents are agreed
for their improvement of working condition, 20per cent of the respondents are having opinion
regarding neutral to improved working condition, 12per centof the respondents are disagree
and the remaining 6per cent of the respondents are said strongly disagreed for their
improvement of working condition.
Majority (46 per cent) of the respondents are opined that there are improvements in
theworking condition of the organization.
41
CHART NO – 4.7

IMPROVEMENTS IN WORKING CONDITION
50% 46%
45%
40% 20%
35% 16%
30% 12%
Percentage
25%
20% 6%
15%
10%
5%
0%
Strongly agree Agree Neutral Disagree Strongly
disagree
Working condition
42
TABLE NO – 4.8
CLASSIFICATION OF RESPONDENTS BASED ON THEIR LEVEL OF COMFORT

WITH WORK ENVIRONMENT
S.No Work environment No of Respondents Percentage

2. Agree 44 37
3. Neutral 30 25
4. Disagree 13 11
Total 120 100
INTERPRETATION
The above table reveals that, 22 per cent of the respondents Strongly agreed that the work
environments is comfortable, 37per cent of the respondents are agreed with their working
environments, 25per cent of the respondents said neutral, 11per cent of the respondents are
disagreedwith the work environmentsand the remaining 5per cent of the respondents are
strongly disagree.
Majority (37 per cent) of the respondents are comfortable with the work environments.
43
CHART NO – 4.8
CLASSIFICATION OF RESPONDENTS BASED ON THEIR LEVEL OF COMFORT

WITH WORK ENVIRONMENT
40% 37%
35%
30%
25%
25% 22%
Percentage
20%
15%
11%
10%
5%
5%
0%
disagree
Work environments
44
TABLE NO – 4.9
CLASSIFICATION OF RESPONDENTS BASED ON OPINION TOWARDS

QUALITY OF MATERIAL PROVIDED
S.No Material Provided No of Respondents Percentage

2. Agree 47 39
3. Neutral 20 17
4. Disagree 13 11
Total 120 100
INTERPRETATION
It is observed from the above table, 27 per cent of the respondents are Strongly agreed
to the quality of materials provided, 39per cent of the respondents are agreed with the quality
of materials provided, 17per cent of the respondents said neutral to the materials provided,
11per cent of the respondents are disagreedand the remaining least 6per centof the
respondents are strongly disagreed.
Majority (39 per cent) of the respondents are said that quality materials are provided by
the organization.
45
CHART NO – 4.9
CLASSIFICATION OF RESPONDENTS BASED ON OPINION TOWARDS

QUALITY OF MATERIAL PROVIDED
45%
39%
40%
35%
30% 27%
Percentage
25%
17%
20%
15% 11%
10% 6%
5%
0%
disagree
Material provided
46
TABLE NO – 4.10

NEW METHODOLOGIES INTRODUCED
S.No Methodologies No of Respondents Percentage

2. Agree 36 30
3. Neutral 20 17
4. Disagree 10 8
Total 120 100
INTERPRETATION
The above table shows that, 41 per cent of the respondents are strongly agree, 30per
cent of the respondents opined that the company is introducing new methods in its operations,
17per cent of the respondents are said neutral, a very least percentage 8 per cent and 4 per
cent of respondents opined that new methods of operations are not in force.
Majority (41 per cent) of the respondents said that new methodologies introduced in the
organisation.
47
CHART NO – 4.10

NEW METHODOLOGIES INTRODUCED
45% 41%
40%
35% 30%
30%
Percentage
25%
17%
20%
15%
8%
10%
4%
5%
0%
disagree
Methodologies
48
TABLE NO – 4.11
CLASSIFICATION OF RESPONDENTS BASED ON THEIR PREDICTION OF

DIPLOMATIC FUTURE
S.No Diplomatic Future No of Respondents Percentage

2. Agree 26 22
3. Neutral 17 14
4. Disagree 10 8
Total 120 100
INTERPRETATION
The above table reveals that, 49 per cent of the respondents are strongly agreed with
theirDiplomatic Future, 22per cent of the respondents are agreed, 14per cent of the
respondents are said neutral, 8per cent of the respondents are disagreed, remaining 7per cent
of the respondents are strongly disagree for Diplomatic Future.
A good majority of respondents (49 per cent) predicted that the organization is having
a diplomatic future.
49
CHART NO – 4.11
CLASSIFICATION OF RESPONDENTS BASED ON THEIR PREDICTION OF

DIPLOMATIC FUTURE
60%
49%
50%
40%
Percentage
30%
22%
20%
14%
10% 8% 7%
0%
disagree
Diplomatic
50
TABLE NO – 4.12
CLASSIFICATION OF RESPONDENTS BASED ON THEIR ATTITUDE TOWARDS

THEIR WORK
S.No Positive No of Respondents Percentage

2. Agree 77 64
3. Neutral 10 9
4. Disagree 7 6
Total 120 100
INTERPRETATION
The above table shows that only 18 per cent of the respondents are having a positive
attitude towards the organisation, 64per cent of the respondents are agreed positive, 9per cent
of the respondents said neutral, 6per cent of the respondents are disagreed and remaining
least 3per cent of the respondents are strongly disagreed.
A good majority (64 per cent) of the respondents are having positive attitude towards
the work in the organization.
51
CHART NO – 4.12
CLASSIFICATION OF RESPONDENTS BASED ON THEIR ATTITUDE TOWARDS

THEIR WORK
70% 64%
60%
50%
Percentage
40%
30%
20% 18%
9%
10% 6% 3%
0%
disagree
Positive
52
TABLE NO – 4.13
CLASSIFICATION BASED ON EMPLOYEE OPINION TOWARDS

ORGANISATIONAL CLIMATE
S.No Comfortable No of Respondents Percentage

1. Comfortable 107 89
2. Uncomfortable 13 11
Total 120 100
INTERPRETATION
The above table shows that, 89 per cent of the respondents are comfortable with
existing organization climate, 11per cent of the respondents are not comfortable towards
present organization climate level.
Majority (89 per cent) of the respondents said that the organization climate is
comfortable for working.
53
CHART NO – 4.13
CLASSIFICATION BASED ON EMPLOYEE OPINION TOWARDS

ORGANISATIONAL CLIMATE
100%
89%
90%
80%
70%
60%
Percentage
50%
40%
30%
20%
11%
10%
0%
Comfortable Uncomfortable
comfortable for organization climate level
54
TABLE NO – 4.14
CLASSIFICATION BASED ON EMPLOYEE OPINION TOWARDS WORK

RECOGNITION
S.No Recognized No of Respondents Percentage

2. Agree 37 31
3. Neutral 22 18
4. Disagree 8 7
Total 120 100
INTERPRETATION
The above table shows that, 42 per cent of the respondents opined that their work is
well recognized by the management, 31 per cent said that their work is recognized, 18 per
cent are having neutral attitude, 7 per cent of the respondents opined that their work is not
recognized and least 2 per cent of the respondents are highly dissatisfied for work recognized
by the company.
Regarding the work recognition of the company is having an respondent of (42 per
cent).
55
CHART NO – 4.14
CLASSIFICATION BASED ON EMPLOYEE OPINION TOWARDS WORK

RECOGNITION
45% 42%
40%
35%
31%
30%
Percentage
25%
20% 18%
15%
10% 7%
5% 2%
0%
disagree
work strongly recognized
56
TABLE NO – 4.15
CLASSIFICATION OF EMPLOYEE OPINION TOWARDS THE STATEMENT ON

POSSESSING REQUIRED KNOWLEDGE AND SKILL
S.No Job Properly No of Respondents Percentage

2. Agree 39 33
3. Neutral 12 10
4. Disagree 10 8
Total 120 100
INTERPRETATION
The above table shows, that 45 per cent of the respondents are strongly agreed to the
skills and knowledge’s possessed, 33per cent of the respondents are agreed with their
required skills and knowledge’s, 10per centof the respondents are neutral for their work
possessing, 8per cent of the respondents are said disagreedand least 4per cent of the
respondents are said strongly disagreed in possessing knowledge and skills.
A good majority (45 per cent) of the respondents are satisfied with the statement that
they are possessing required knowledge and skills.
57
CHART NO – 4.15

POSSESSING REQUIRED KNOWLEDGE AND SKILL
50% 45% 33%
45%
40%
35%
Percentage
30%
25%
10%
20% 8%
15% 4%
10%
5%
0%
disagree
Job properly
58
TABLE NO – 4.16

SPENDING THEIR TIME MEANINGFULLY
S.No Spend Time No of Respondents Percentage

1. Good 34 28
2. Very good 31 26
3. Neutral 26 22
4. Bad 13 11
5. Very bad 16 13
Total 120 100
INTERPRETATION
The above table reveals that, 28 per cent of the employees are having good opinion
towards the statement of spending their time meaningfully, 26 per cent of the respondents are
having very good opinion, 22 per cent of the respondents are having neutral attitude, the least
11 per cent having bad opinion regarding their time spending in the organisation, 13 per cent
of the respondents having bad opinion.
Majority (28 per cent) of the respondents are opined that the statement of spending
their time meaningfully in the organization.
59
CHART NO – 4.16

SPENDING THEIR TIME MEANINGFULLY
30% 28%
26%
25%
22%
20%
Percentage
15% 13%
11%
10%
5%
0%
Good Very good Neutral Bad Very bad
Spend Time
60
TABLE NO – 4.17
CLASSIFICATION OF RESPONDENTS BASED ON THE EXISTENCE OF

COMPETITIVE ORGANISATION CULTURE
S.No Competitive No of Respondents Percentage

2. Agree 50 42
3. Neutral 16 13
4. Disagree 5 4
Total 120 100
INTERPRETATION
The above table shows that, 40 per cent of the respondents are strongly agreed that the
organization culture is competitive, 42per cent of the respondents are agreed towards the
existence of competitiveorganization culture, 13per cent of the respondents said neutral, 4per
cent of the respondents are disagreed and remaining least 1per cent of the respondents are
strongly disagreed with the organisation culture.
Regarding the organizational competitiveness (42 per cent) of the respondents are
satisfied.
61
CHART NO – 4.17
CLASSIFICATION OF RESPONDENTS BASED ON THE EXISTENCE OF

COMPETITIVE ORGANISATION CULTURE
45% 42%
40%
35%
30%
Percentage
25%
20%
20%
13%
15%
10%
4%
5% 1%
0%
disagree
Competitive
62
TABLE NO – 4.18
CLASSIFICATION OF RESPONDENTS BASED ON THEIR LEVEL OF WORK

SATISFACTION
S.No Work Satisfaction No of Respondents Percentage
1. Highly satisfied 20 17
2. Satisfied 52 43
3. Neutral 18 15
4. Dissatisfied 28 23
5. Highly dissatisfied 2 2
Total 120 100
INTERPRETATION
The above table inferred that, 17per cent of the respondents are Highly satisfied with
their level of working, 43per cent of the respondents are Satisfied, 15per cent of the
respondents are Neutral with their work satisfaction, 23per cent of the respondents are
Dissatisfied, remaining least 2per cent of the respondents are Highly dissatisfied.
Most (43 per cent) of the respondents are satisfied with their level of working in the
organization.
63
CHART NO – 4.18
CLASSIFICATION OF RESPONDENTS BASED ON THEIR LEVEL OF WORK

SATISFACTION
50%
45% 43%
40%
35%
30%
Percentage
25% 23%
20% 17%
15%
15%
10%
5% 2%
0%
Highly satisfied Satisfied Neutral Dissatisfied Highly
dissatisfied
Work satisfaction level
64
TABLE NO – 4.19

THE LEADERSHIP ABILITIES
S.No Own Leadership No of Respondents Percentage

2. Agree 52 43
3. Neutral 19 16
4. Disagree 10 8
Total 120 100
INTERPRETATION
The above table shows that, 26 per cent of the respondents are strongly agreed for
their own leadership ability, 43per cent of the respondents are agreed towards the ability of
own leadership, 16per cent of the respondents said neutral, 8per cent of the respondents are
disagree and remaining least 7per centof the respondents are strongly disagree to own
leadership ability.
Most (43 per cent) of the respondents are opined that the leadership abilities of the
organization is satisfied.
65
CHART NO – 4.19

THE LEADERSHIP ABILITIES
50%
43%
45%
40%
35% 26%
30%
Percentage
25% 16%
20%
8%
15% 7%
10%
5%
0%
disagree
Own leadership
66
TABLE NO – 4.20
EMPLOYEE CLASSIFICATION BASED ON THEIR OPINION TOWARDS THE

INTERESTING WORK
S.No Interesting No of Respondents Percentage

2. Agree 62 52
3. Neutral 12 10
4. Disagree 6 5
Total 120 100
INTERPRETATION
The above table inferred that, 32 per cent of the respondents are strongly agreed
towards the interesting work nature, 52 per cent of the respondents are agreed with the
working nature, 10 per cent of the respondents said neutral, 5 per cent of the respondents
opinion regarding their working nature is disagreed, and the least 1 per cent of the
respondents are strongly disagreed.
A good majority (43 per cent) of the respondents are opined that the work nature is
interesting in the organization.
67
CHART NO – 4.20
EMPLOYEE CLASSIFICATION BASED ON THEIR OPINION TOWARDS THE

INTERESTING WORK
60%
52%
50%
40%
32%
Percentage
30%
20%
10%
10%
5%
1%
0%
disagree
Interesting
68
TABLE NO – 4.21
CLASSIFICATION OF RESPONDENTS BASED ON THEIR LEVEL OF

SATISFACTION TOWARDS EXSISTING ORGANISATIONAL CULTURE
Strongly Strongly
S.No Employee/Satisfaction Agree Neutral Disagree
agree disagree
Res Per Res Per Res Per Res Per Res Per
1. Innovation 23 19 43 36 40 33 10 8 4 3
2. Emphases on out come 37 31 48 40 22 18 11 9 2 2
3. Emphasis on people 50 42 34 28 26 22 8 7 1 1
4. Teamwork 30 25 52 43 20 17 12 10 6 5
5. Aggressiveness 54 45 39 32 14 12 8 7 5 4
Source: Primary data
INTERPRETATION
The above table reveals that, 36per cent of the respondents is agreed with the
innovation, 40per cent of the respondents is agreedtoemphases on outcome, 42per cent of the
respondents are strongly agree in emphasis on people, 43per cent of the respondents are
agreed that they are having a goodteam work and remaining 45per cent of the respondents are
strongly agreed toAggressiveness.
A majority (45 per cent) of the respondents are satisfied with theAggressiveness towards
existing organizational culture.
69
CHART NO – 4.21
CLASSIFICATION OF RESPONDENTS BASED ON THEIR LEVEL OF

SATISFACTION TOWARDS EXSISTING ORGANISATIONAL CULTURE
50%
45%
45% 42% 43% Innovation
40%
40%
36%
35%
31% 32% 33% Emphases on out
30% 28% come
Percentage
25%
25% 22% Emphasis on
19% 18%17% people
20%
15% 12%
10% Teamwork
10% 8%9%7% 7%
5%
5% 3%2% 4%
1% Aggressiveness
0%
Strongly Agree Neutral Disagree Strongly
agree disagree
employee satisfaction
CHAPTER –V
FINDINGS, SUGGESTIONS AND CONCLUSION
5.1 FINDINGS
70
1. Majority (46 per cent) of the respondents are Workers.
2. Majority (77 per cent) of the respondents are belongs to production department.
3. The analysis shows that a good majority of respondents (42 per cent) are post
graduates in this company.
4. Majority (68 per cent) of the respondents are male.
5. Majority (35 per cent) of the respondents are aged 20 – 30 years old.
6. Majority (63 per cent) of the respondents are married.
7. Majority (46 per cent) of the respondents opined that there are improvements in
working condition of the organisation.
8. Majority (37 per cent) of the respondents are comfortable with the work
environments.
9. Majority (39 per cent) of the respondents said that quality materials are provided by
the organization.
10. Majority (41 per cent) of the respondents said that new methodologies introduced in
the organisation.
11. A good majority of respondents (49 per cent) predicted that the organization is having
a diplomatic future.
12. A good majority (64 per cent) of the respondents are having positive attitude towards
the work in the organization.
13. Majority (89 per cent) of the respondents said that the organization climate is
comfortable for working.
14. Regarding the work recognition of the company is having an respondents of (42 per
cent).
15. A good majority (45 per cent) of the respondents are satisfied with the statement that
they are possessing required knowledge and skills.
16. Majority (28 per cent) of the respondents are opined that the statement of spending
their time meaningfully in the organization.
17. Regarding the organizational competitiveness (42 per cent) of the respondents are
satisfied.
18. Most (43 per cent) of the respondents are satisfied with their level of working in the
organization.
19. A good majority (43 per cent) of the respondents are opined that the leadership
abilities of the organization is satisfied.
20. A good majority (52 per cent) of the respondents are opined that the work nature is
interesting in the organization.
21. A majority (45 per cent) of the respondents are satisfied with theAggressiveness
towards existing organizational culture.
5.2 SUGGESTIONS
71
1. The employees working in the company are searching for some other jobs due to
work stress, at the same time they are satisfied with the salary provided.
2. Hence it is suggested to increase the number of employees in the organization.
3. There needs an effective grievance handling mechanism in the organization to rectify
the problems arising in the organization so the employees get motivated and work
hard for the improvement of production and sales of the organisation.
4. Training is very important in any company, the company may train their employees it
may increase the production of the company.
5. The Company should encourage their employees by providing awards and rewards.
6. Some of the employees are feeling insecurity in their job, so the company
encouragesthe employees.
5.3 CONCLUSION
72
1. This study has been conducted to know the Corporate culturein the fruitsindustry, in
the present trend, organizational climate is considered vital role for the successful
performance of any organization.A good Corporate cultureencourages the employees
to work harder for the success to the organization.
2. This study has been conducted in Rich Dairy Products (India) Private Limitedto find
out the nature of existing climate in the organization.
3. This study has helped me to have an insight information about the organization
regular procedures and assisted me in gaining a practical knowledge about how
important it is to have a good climate and how helps in individuals and organizational
excellence.
BIBLIOGRAPHY
73
1. Chee W Chow, Graeme L Harrison, Jill L McKinnon, (1999) Cultural influences
on informal information sharing in Chinese and Anglo-American organizations: an
exploratory study Organizations and SocietyVolume 24, Issue 7, October 1999, Pages
561–582 Available online 3 August 1999
2. F.W Guldenmund (2000)Safety ScienceVolume 34, Issues 1–3, February 2000,
Pages 215–257 The nature of safety culture: a review of theory and research
Available online 25 May 2000
3. Jon IvarHåvold (2005)Safety-culture in a Norwegian shipping company Journal
of Safety ResearchVolume 36, Issue 5, 2005, Pages 441–458 Received 11 April 2005,
Revised 15 July 2005, Accepted 30 August 2005, Available online 28 November
2005\
4. Alan Zimmerman (2012) Contending with Chinese counterfeits: Culture, growth,
and management responses Business HorizonsVolume 56, Issue 2, March–April
2013, Pages 141–148 Available online 16 November 2012
5. GaniAldashev, Jean-Philippe Platteau (2013) Chapter 21 – Religion, Culture,
and Development Handbook of the Economics of Art and CultureVolume 2, 2014,
Pages 587–631 Available online 16 September 2013
6. Mitrabinda Singh, Martin Brueckner, Prasanta Kumar Padhy (2014) Insights
into the state of ISO14001 certification in both small and medium enterprises and
industry best companies in India: the case of Delhi and Noida Journal of Cleaner
ProductionVolume 69, 15 April 2014, Pages 225–236 Received 12 July 2013,
Revised 11 January 2014, Accepted 12 January 2014, Available online 24 January
2014
7. Martina Gogolová (2015)The Impact of the Financial Crisis on the Labour
Protection of Chosen Employer Brands in the Construction Industry in Slovakia
Procedia Economics and FinanceVolume 23, 2015, Pages 1434-1439 Available online
12 July 2015
Website
1. www.wikipedia.org/wiki/Organizationalculture
2. www.hbr.org/topic/organizational-culture
A STUDY ON EMPLOYEE OPINION TOWARDS THE CORPORATE CULTUREIN

SCM GARMENTS, AVINASHI.
SOCIO ECONOMIC PROFILE OF THE RESPONDENTS
74
1. Name (Optional) :
2. Designation :
a) Workers [ ] b) Assistant manager [ ]
c) Manager [ ]
3. Department :
a) Production [ ] b) Finance [ ]
c) HRM [ ] d) Marketing [ ]
4. Qualification :
a) UG [ ] b) PG [ ]
c) Diploma [ ] d) Up to schooling [ ]
5. Gender :
a) Male [ ] b) Female [ ]
6. Age :
a) 20 – 30 years [ ] b) 31 – 40 years [ ]
c) 41 – 50 years [ ] d) 50 & above years [ ]
7. Marital Status :
a) Unmarried [ ] b) Married [ ]
II. OPINION ABOUT CORPORATE CULTURE
8. In the recent past there have been some improvements in working condition of
organization
a) Strongly Agree [ ] b) Agree [ ]
c) Neutral [ ] d) Disagree [ ]
e) Strongly Disagree [ ]
9. feeling comfortable with work environment
10. The quality of material provided by the organization to perform my job is good
75
11. New methodologies of work have been introduced in the organization
12. organization has diplomatic future
13. In the recent past, my attitude towards my work and the organization has become
more positive
14. If you comfortable for your organization climate level
a) Comfortable [ ] b) Uncomfortable [ ]
15. My work is strongly recognized by the company
16. I have the knowledge and the skill to do my job properly
17. I spend time more usefully than before
a) Good [ ] b) Very good [ ]
c) Neutral [ ] d) Bad [ ]
e) Very bad [ ]
18. my organization culture is competitive

76
19. Being employed in SCM Garments my level of work satisfaction?
a) Highly satisfied [ ] b) Satisfied [ ]
c) Neutral [ ] d) Dissatisfied [ ]
e) Highly Dissatisfied [ ]
20. Iam happy with my own leadership abilities
21. The work has become more interesting
22. State your level of satisfaction on the present organization cultures
Particular Highly Satisfied Neutral Dissatisfied Highly
satisfied Dissatisfied
Innovation
Emphases on
Outcome
Emphasis on
People
Teamwork
Aggressiveness
23. If any suggestion__________________________
77

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CHAPTER – I

1.1 INTRODUCTIONABOUT THE STUDY

Human Resource Management is a relatively new approach to managing people in

Human Resource Management is responsible for maintaining good human relations in

Corporate cultureencompasses values and behaviours that "contribute to the unique

Business executive Bernard L. Rosauer (2013) developed what he refers to as an

Ingredient #1 - Employee (focus on engagement)

#2 The Work (focus on eliminating waste increasing value) waste

#3 The Customer (focus on likelihood of referral).

UNDERSTANDING ORGANIZATIONAL CULTURE

Corporate cultureis a system of shared assumptions, values, and beliefs, which

CHARACTERISTICS OF ORGANIZATIONAL CULTURE

The seven characteristics of Corporate cultureare:

2. Attention to Detail (Precision Orientation) - This characteristic of Corporate

4. Emphasis on People (Fairness Orientation) - Companies that place a high value on

5. Teamwork (Collaboration Orientation) - Companies that organize work activities

6. Aggressiveness (Competitive Orientation) - This characteristic of Corporate

7. Stability (Rule Orientation) - A company whose culture places a high value on

The Garment Industry of India is an Rs -one trillion industry. Almost 33 % of its

Fibre-wise, 80% of the production is of cotton garments, 15% of synthetic/mixed

Government policies of economic liberalization have raised incomes, encouraged

Immediately after the cessation of ATC (Agreement on Textiles and Clothing) in

As a labour-oriented industry, the activity in production and marketing has now

To deliver innovation and quality to our customers by following a progressive and on

THE GROUP POLICY

“Stipulated Quality with Continuous Improvement to Maximize Productivity and

Our group companies comprise

The Chennai Silks

possibly the largest textile kingdom in Tamilnadu

Sree Kumaran Thangamaligai & The Chennai Silks Jewellery Mahal

a series of outlets housing exquisite and exclusive Jewellery

SCM Gaments Pvt. Ltd.

Manufacturers & Exporters of Knitted garments

SCM Textile Spinners

Manufacturers & Exporters of Yarns

SCM Textile Processing Mills

for dyeing & printing

harnessing Green Power

The KTM Jewellery Pvt. Ltd.

Manufacturers of Exquisite Jewellery

Aathava Garments Pvt. Ltd.

Manufacturers of Knitted and Woven garments.

GARMENT PRODUCTION LINE

Cutting & spreading

Finishing & checking

Corporate cultureinfluences to a great extent the performance of the employees

1. To Study the Work Environment of the SCM garments

2. To Study the Employer-Employees relationship in the Concern.

4. To Suggest suitable measure for improving the Organizational Culture.

and regulations of the Industries.

1. The study was conducted only with limited respondents.

J.M. Allwood(2007)Companies aiming to be ‘sustainability leaders’ in their sector and

J.M. Hawley (2009)Presented from a unified micro–macro or systems perspective, the

YücelÖzkara (2018) Regional energy and environmental efficiency measurement is a

3.1 RESEARCH DESIGN

“A Research Design is the arrangement of conditions for collection and analysis of

3.2 PERIOD OF STUDY

3.3 METHOD OF COLLECTION

It has two types

Total number of sample taken for the study is 120 respondents.

Probability sampling techniques were used for the study.

1.5.4. ANALYTICAL DESIGN (STATISTICAL TOOLS)

The tools applied for study is,