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Organizational culture sets a framework within which

individual and group behaviour takes place culture becomes the central
concern only during 1980¶s where there was the industrial revolution
changes the whole work environment. Culture played a major part as to
which employees are encouraged to be innovative and risk taking.

Culture is regarded as the most important function of organization

behaviour unless the right culture is not followed i.e beliefs, values
characteristics etc in the organization then the control system would not do
much good.

In today intensively competitive and globalizes market place maintaining

a low-cost-leader workforce. In a competitive advantages there is greater
recognition that distinctive organization culture management process and
system.

Trends like globalization and technological innovation are changing the

way of firm are managed utilization. Organization today grapple with
revolutionary trends accelerating product and technological change globalize
competition deregulation demographic change and trend towards a service
society and information age. Not surprisingly the role of HR is also changing
to adapt to these trend.














  




All organizational theoreticians and researchers unanimously agree

that sound culture is extremely important for the ultimate achievement of
organizational goals. Organizational culture, though abstract in concept is
normally associated with job performance and job satisfaction and morale of
the employees.

Organizational culture is an important factor to be

considered in studying and analyzing organization because it has profound
inference on the outlook, well being and attitudes of organizational members
and thus on their total performance.

Organizational culture, further more provide a useful

platform for understanding such characteristics of organization as stability,
creativity and innovation, communication and effectiveness etc.

A good organization culture is very much important

for the image of the organization.

A good culture is much needed for the prosperity of a country. In

the same way, the prosperity of an organization depends upon the prosperity
of an organization depends upon the favourable organization culture that
prevails in an organization.

The good organization culture gives lot of satisfaction to the

workers and the talents from the various part of the country compete to join
the organization.

The organization culture is strong source of motivation and also

effective group in the organization harmonious industrial relations are the
consequence of a positive organizational culture.
   




˜? The project study the overall culture ruling the organization which has
been carried out by the personnel department in the º


 

˜? The study widely views the culture set up of characteristics that are
commonly shared by people in organization.

˜? It gives a broad coverage from the assessment of culture changes and

the perception of the employee due to the ethical policies of the
organization

˜? A detailed study is conducted to view whether there is an assumption

formed in organization that is beliefs, value and characteristics.

˜? The survey covers 105 employees are based on the response from the
respondents.

˜? A wide assessment that the degree to which management focuses on

result or outcomes rather than on techniques and process used on
achieving those result or outcomes.
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˜? To analyze employees attitude towards the organization culture in

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˜? To study whether employee encouraged for their new idea.

˜? To ascertain the strong ethical value of the organization

˜? To study that performance evaluation is based on change of

culture.

˜? The study gives suggestion to improve the organizational

culture.



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˜? Time was as major constraint.

˜? Dost of the respondent were illiterates hence translated Tamil

questionnaire was circulated among the employees.

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The main objective is to study the culture of the organization.

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A research design is the overall plan or program of research. It

is the general blueprint for the collection, measurement and analysis of
data. It includes an outline of what the investigation will do from writing
the hypothesis and their operational implications to the final analysis
data.

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Primary data was collected the employees of

Tamilnadu co-operative housing federation ltd in Chennai .primary data
is one, obtained from the original source by the researcher.

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Secondary data was collected from various books,

journals, libraries, newspapers and other articles. Secondary data may be
related to past period and hence it has a limited utility. There are the
existing data which are collected from the company.

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The population is the employees of the Tamilnadu co-operative

housing federation ltd.
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It includes the employees working in the organization of

Tamilnadu co-operative housing federation ltd.

The sample size of the study is 105.

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The techniques used to select the samples are simple random sampling
method stability of relative frequencies for large values of µn¶constitutes the
basic of statistical theory. The present method of assigning probability is
based on this principle of statistical regularity is called statistical definition
of probability.

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The pilot test survey is carried to find certain information

laid out whether the questionnaire encompass full details or not, whether the
are responding properly or not, the ease of answering etc.

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From the test survey the sample size are determined and the
alternation, that are needed in the questionnaire were done, then the final
survey is taken according to the sample size required.

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Survey is one of the most commonly used research

technique it is considered as the suitable method for collecting data and
interview is used as the survey technique.





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Research instrument means the instrument employed in research for

gathering information. In this study questionnaire is used as research
instrument for collecting primary data.

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Questionnaire consists of a set of questions presented to

respondents for their answers. Because of its flexibility it is the most
commonly used instrument.

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The questionnaire consists of open and closed-end questions.

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It is also called free answer questions. The name implies

that it has no fixed alternatives to which the answer must confirm. The
respondents answer in their own words and at any length.

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Closed-end questions on the other hand provide

answer that is easier to interpret. It includes the following questions:-

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A dichotomous question refers to one who

offers respondents a choice between two alternatives and reduce the issue to
its simplest terms. It consists of only yes or no questions.

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In this study, collected data are codified, tabulated and

arranged in a specified form. The statistical tools like percentage, charts and
graphs have been implemented.



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Statistics an area of mathematics concerned with

highly sophiscated techniques has been defined as method of obtaining
analysis and interpreting the quantitative data. The following are the
statistical techniques used in this study.


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Percentage refers to a special kind of ration. It is used in

making comparisons between two or more series of data and to describe the
relationship. A percentage is used since it reduces everything to a common
base and there by allow meaningful comparison.

Percentage = no. of respondents

X 100
Total no. of samples


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To represent the collected data in pictorial forms the charts are
used. Various charts used in this study area

˜? Pie diagram

˜? Bar diagram

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A Pie diagram is a pictorial representation data with several sub-

division in a circular form. Pie diagram consist of circle sub-divided into
several sector by radius.






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A Bar diagram consists of a series of rectangular bars standing

on common base. The bars are of equal width and equally spaced. The
length of bar are proportional to the magnitude. This type of diagrams called
one dimensional diagram, bar diagram and horizontal bar diagram.

 
 
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The report is the systematic way of presenting the research
result. It ensures a clear knowledge over the techniques of analysis, cell
information relating to it which is of included in the report.

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Organizational culture is a concept in the field of

organizational studies and management which describes the attitudes,
experiences, beliefs and values of an organization. Culture can be considered
as a constellation of factors that are learned through our interaction with the
environment and during our developmental and growth years.



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Organizational culture defined as "the specific
collection of values and norms that are shared by people and groups in an
organization and that control the way they interact with each other and with
stakeholders outside the organization."-Forehand & Gilmer

Organizational culture is defined as ³ The philosophies,

ideologies, values, assumptions, beliefs, expectations, attitudes and norms
that knit an organization together and are shared by its employees´ .-Ralph
Kilmann.

³ It is a general constellation of beliefs, morals, values systems,

behavioural norms and ways of doing business that are unique to each
corporation.´- Turnstall

Organizational culture is the sum total of an organization's past and current

assumptions, experiences, philosophy, and values that hold it together, and are
expressed in its self-image, inner workings, interactions with the outside world, and
future expectations. It is based on shared attitudes, beliefs, customs, express or
implied contracts, and written and unwritten rules that the organization develops over
time and that have worked well enough to be considered valid. Also called corporate
culture, it manifests in the ways the organization conducts its business, treats its
employees, customers, and the wider community, the extent to which autonomy and
freedom is allowed in decision making, developing new ideas, and personal
expression, how power and information flow through its hierarchy, and the
strength of employee commitment towards collective objectives.


 
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The Culture has been derived from anthropology

where it is defined in so many ways and, therefore, includes a variety of
factors.³ Organizational culture is the set of assumptions, beliefs, values, and
norms that are shared by an organization¶s members.´

Organizational culture is a set of characteristics that are commonly shred by

people in the organization. The form a assumptions, beliefs, values, and
norms which are known as abstract elements externally-oriented
characteristics like products, buildings, dresses, etc. which are known as
material elements of culture.

1.? Shared things (e.g., the way people dress.)

2.? Shared saying (e.g., let¶s go to work).

3.? Shared actions (e.g., a service-oriented approach.

4.? Shared feeling (e.g., hard work is not rewarded here.)

There are four primary characteristic that aggregately capture the essence of
an organization¶s culture:

1. Innovation and risk taking: the degree to which employees are

encouraged to be innovative and risk taking.

2. Attention to Detail: The extents to employees are expected to exhibit

precision, analysis, and attention to detail.

3. Outcome Orientation: the degree with management focuses on results

or outcomes rather than on techniques and processes used on
achieving those results outcomes.

4. People Orientation: the degree to which management decisions take

into consideration the effects of outcomes on people of the
organization.


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They as impact distinctive, prescribes
some specific modes of behavior for its members. These modes of behavior,
then, affect the behavioral processes. Though such behavioral processes may
have different dimensions, they ultimately create impact on objective setting,
work ethic, motivational pattern, and orientation processes.

1.? -.&. Culture moulds people, and people are the basic
building blocks of the orientation. Therefore, it must reflect, at
least in part, the objectives of its members, particularly those who
are the key decision makers. Thus, for one orientation, the
objective may be profit maximization, but the same objective may
be unworthy, mean, and petty for other organizations.

2.? ,/'&. Ethic relates to conformity to the principles of human

conduct. According to common usage, moral, good, right, honest,
etc. are more or less used as synonyms to ethical act. Work ethic in
an orientation is derived from its culture. Thus, orientation culture
determines the ethical standards for the orientation as a whole and
its individual members.

3.? # . Culture interacts to develop in each person

a motivational pattern. Culture determines the way people
approach their jobs and even life in general. If orientation culture is
geared towards achievement, people will find it quite motivating
and put their outmost energies for the work. In its absence, high
achievement- oriented people develop frustration and desert the
orientation. Therefore, Orientation culture should be achievement
oriented.

4.? 0 &. Various orientation processes like

planning, decision making, controlling, etc. are determined by the
Orientation culture because these processes are carried out by the
people in the Orientation. Bhattacharya has analyzed the cultures
of various professionally-managed companies including
multinationals as well as family-managed companies in India to
find out how culture affects Organization processes.
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Organizational culture is a long-term proposition that
must satisfy the member¶s needs and values and match the cultural
requirements of the society of which the Organization is a part. Then it is for
creating Organizational culture, there may be two options to an
Organization.

1.? let the culture characteristics of the person ,particularly the founders,
of the organization percolate among the members .most of the
organizations which are not large enough adopt this a .thus ,an
organization¶s current customs, traditions, and general way of
working that are helpful in being successful becomes the source of
organizational culture. However, this approach is not very effective
for organizations which start as large.

2.? There is explicit attempt to prescribe what the culture of an

organization is. Where this approach is followed, creation of
organizational culture proceeds as a process with distinct steps as
shown here

Socialization of
Establishing Creating vision Operational values employees
values and vision

1.? A belief in being the best

2.? A belief in the important of the details of execution

3.? A belief in the important of people as individual.

4.? A belief in superior quality and service.

5.? A belief that most members of the organization should be innovative.

6.? A belief in the important of informality to enhance communication.

 

1.? A visionary company holds a distinctive set of values from which it

does not deviate.

2.? It expresses its core purpose in enlightened terms which provides

challenges for actions.

3.? It develops a visionary scenario of its future, decides actions

accordingly, and implements these.

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1.? It inspires and exhilarates them.

2.? It helps in the creation of a common identity and a shared sense of

purpose.

3.? It creates competitiveness, originality, and uniqueness.

4.? It fosters risk taking and experimentation.

5.? It fosters long-term thinking.

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The concept of spirituality has been applied in work

organizations of the reasons discussed later. The term spirituality has
been drawn from religion. Religion is generally defined as a system of
belief in powers superior to man which are be lived to direct and control
the course of nature of human life.

Spirituality in religion deals with soul. Thus,

spirituality is the philosophical orientation that nothing is real but only
the soul. However, at workplace concept of spirituality cannot be
practiced in this form it is too abstract and complicated.
 1.? National service through industry.

2.? Fairness.

3.? Harmony and cooperation.

4.? Struggle for betterment.

5.? Courtesy and humility.

6.? Adjustment and assimilation.

7.? Gratitude.

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Till values and vision are not Operational, that is, these are not put into
action; these remain just the thinking of who have created these. For putting
values and vision in action, the organization can under takes the following
activities

(1)?written statement

(2)?design its structure

(3)?various organizational processes

(4)?in selection of employees

(5)?reward system




  
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High degree of culture has high influence on performances and
behaviour of employees. Shared meaning provides strong culture and creates
favourable environment in the organization. The functions of culture are
numerous but some of them are given below:

˜? The organizational is recognized by its culture. Whenever people

name an organization, the culture attached with the organization is
immediately remembered. One organization is distinctinctively
known with other organization through their respective culture.
˜? Organizational culture makes the boundary beyond which no
employees are permitted to go. They automatically adopt the limit
known as a cultural limit.
˜? The number of organizations are well recognized by the culture.
They are given sense of pride and identity by the public.
˜? Organizational culture provides the facilities for self-satisfaction.
Employees get internal satisfaction with the esteemed culture.
People get more satisfaction than their individual interested fulfilled
˜? Culture of an organization provides its stability. People prefer to
continue with the organization. Employees, customers, financiers
and other related persons prefer to remain with the organization.
˜? The social recognition of organizational culture makes the
organization grow and develop in all dimensions.
˜? Employees get an opportunity to set standards of performance. They
try to achieve the standard. It becomes self-control mechanism
which helps organization grow and flourish.
˜? Organizational culture performs as a motivator to guide and control
the employees. Satisfied employees get more spirit and enthusiasm
for performing their respective jobs.
˜? Attitude and behaviour of employees are directed towards goal
achievements through sound culture. Disciplined employees make
other employees disciplined and well-behaved.
˜? The implicit rules develop under organizational culture make people
development oriented. These rules are more effective than explicit
rules or written instructions. Conformity of implicit rules make
employees developed and self-disciplined.

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There are different types of culture in an organization. They
have distinctive features and contributions. The types of culture are as
follows

˜? Functional culture

˜? Descriptive culture

˜? Perceptual culture

˜? Value culture

 
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The functional culture is related with performance.

There are four types of cultures: academy, club, team and fortress. Academy
culture is the place for steady development. It emphasis on proper
recruitment and training. Club culture believes in membership, loyalty and
on commitment. Team culture is composition of talented and experienced
persons. They help each other for outstanding performances. Fortress culture
is protective culture. Employees protect each other while performing
perilous job. These cultural classifications are useful for performing the jobs
in an effective manner.

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Descriptive culture explains the behaviour of
organization. Employees describe the prevailing culture in an organization.
When people are not satisfied they talk too much about the organization. It
measures effective performances, reward system, policies and procedures.
Employees are always critical about the present set up.


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The feelings of employees are included under perceptual

culture. How they view their organization are included under this culture.
Organization are differentiated with different culture. Common culture, sub-
culture and core culture are different types of perceptual cultures. Common
culture is the majority culture of organization. While different groups of
employees differ in their culture approach, they have certain common
culture applicable to them. Common culture is also known as dominant
culture. Subcultures are identifiable culture of each group. Their common
problems, experiences and members attitude are subculture. Core culture is
different value culture of employees. Core values are the basic values
preserved by employees.

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The value culture is defined based on strength, value-based
culture are strong culture and weak culture. Strong cultures are intensively
held values and widely shared. Strong cultures have great impact on
employee behaviour. Greater is commitment to the values of organization,
stronger is the culture. Strong culture has intensity of internal climate. It
makes employees high performers, loyal and highly committed. Strong
culture is formalized, rules and regulations are automatically followed.

Weak culture has low intensity of

value. Employees are careless, less responsible and weak workers. They
have low commitment and are less loyal to their jobs. They do not develop
the spirit of organizational belongingness. Rules are obviated. It is not
possible to predict the behaviour under this culture. Consistency is absent in
this case.
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The Organizational culture has three levels. They are,

(1) Observable artifacts of culture

(2) Shared values and

(3) Common assumptions

If these levels are considered as layers

then the deeper the level, the more difficult it becomes to
diagnose and analyze the various aspects of organizational
culture at that level. To achieve a comprehensive understanding
of an organization¶s culture, all three levels must be studied.

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These are the symbols of culture in the
physical and social work environment. The artifacts of culture
are the following:
(1)? These leaders become the role models and a
personification of an organization¶s culture. They represent
what the company stands for and reinforce the values of the
culture. Dodeled behavior is a powerful learning tool and
such cultural aspects permeate throughout the entire
organization.
(2)? Ceremonies and rites reflect such activities
that are enacted repeatedly on important occasions.
Graduation ceremonies at colleges and universities where
diplomas and other symbols of recognitions such as special
 awards are given to students are reflections of culture in
educational institutions.

(3)? Organization¶s heroes are powerful tools to reinforce

cultural values throughout the organization and specially in
orienting new employees. Dyths are often filtered through a
³cultural network´ and remind employees as to ³why we do
things in a certain way´.

(4)? Symbols communicate organizational culture by

unspoken messages. Dany people wear buttons on their
jacket lapels suggesting that they are the members of a
Rotary Club, thus reflecting a sense of values about these
people.
(5)? Shared Values reflect a person¶s underlying belief as to
what should be and what should not be. Values a are those
principles and qualities that shape our thinking and thinking
and behavior. Values can be classified into ³instrumental´
values and ³terminal´ values. Instrumental values define such
enduring certain more tangible objectives are worth of the
behavior in achieving such objectives. These are learned
during the human process of socialization, through family
environment of upbringing and through religious influences
where values are given a holy tinge. Values are invoked to
justify beliefs and actions that are emotionally priorities.
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Organizational culture has increased barrier to change,
barrier to diversity and barrier to merger. These barriers are detrimental to
development. Barrier to change reduces the chances of development.
Environment is dynamic and changes are inevitable. If culture is not
changed as per changes in environment, the organizational effectiveness is
adversely affected. It is essential to understand that if the culture is static, the
effectiveness is affected. But, the dynamic culture improves the
effectiveness. Culture in real sense is adaptable to the changing situations. It
is not dogmatic and adhered to existing tradition.

Barrier to diversity refers to organization¶s core culture. The core

culture inhibits to accept new changes. If any organization is based on
religion, caste and creed; its core value does not permit new changes. For
example, if Duslim employees only are appointed in an organization
functioning in United Arab Emirates, Hindus or Christians are not permitted
to join howsoever qualified they may be. Strong culture prohibit new
changes. Dany a times, technological and social changes bring
improvements. Cultural paradox are always hindrances to progress.
Organizational culture should not be taken at par with the cultural paradox.
If any organization has cultural dogmas; it is not real organization culture in
the true sense. Organizational culture is the related to structure, functions,
performances, innovations, standards and control. Dynamic culture has
scope of adaptability. New changes are incorporated in the organization.
Strong and fundamentalists approach is not the real organizational culture.
Cultural compatibility is prohibitive to mergers and acquisitions. Dergers
are essential for financial strength. But, it is opposed by employees because
they would not like to enter to new culture arrived at after acquisitions.
Dynamic culture has diverse employees having alternative strengths.
Organizational culture should not be based on religion, caste and creed.
Organization is a universal phenomena.

So, culture of all types must be included in the organization.

Work culture, sympathy, humanity, love, devotion, dedication and
development are related to all culture, so, these components of culture must
be inculcated in an organization. The culture provides internal force and
builds employee¶s morale. People prefer to die rather than change the
culture. So, cultural dynamism must be included in the organization.
Cultural status is not static. It is dynamic and must continue as flexible.
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Sustaining and maintaining culture is essential for

the organization to make it permanent sources of energy. The experience
gained by predecessors must be continued by subsequent successors.
Improvement for betterment may be introduced to the existing culture.
Reinforcement of learning, performance evaluation criteria, reward system,
promotion procedures etc. should continue as was present in the visioned
mind of its founders. Culture maintained does not mean that the organization
should adhere to cultural paradox. Changing environment are absorbed in
the dynamic culture of organization. The top management, selection,
training development programme and socialization are the important
methods of sustaining culture.

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The attitude and aptitude of top management should continue

to guide the organizational functions. The culture is maintained by adhering
to old values and developmental attitudes. They have certain norms and
values when flow in the minds of subordinates. The culture sponsored by top
management decides and subordinates work. The dress recommended, job
design suggested and other factors are taken into account for keeping culture
alive.

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Culture is maintained by proper selection policy. People who are

qualified and experienced must be appointed, ignoring those persons who
want entry on pull and push basis. If needed persons are appointed, the
organization can maintain its culture. On the contrary, if people are
appointed on political support, they are bound to destroy the existing work
culture. The vision, mission and policy of a sound organization must not be
bypassed while selecting people for work performance. In India public
sector could not maintain the real character of public sector because of
defective selection policy. But, those public enterprises which have been
given autonomy and have no interference of politicians have worked
satisfactorily. People who have no core values of organization must not be
appointed because they will destroy the very structural value of organization.
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The employees are indoctrinated in the organization¶s culture

through adaptation process which is called socialization. The new employees
are put in the culture of organization through on the job and sensitive
training. Intensive training programme is instituted to make new employees
accustomed with the values of organization including reforming all the
activities from the early morning to sleeping time. The whole day is
systematically scheduled to make employees learn all the culture of
organization. The organizational culture is maintained not only in the form
of work functions but also in dining, dressing and developmental activities.
New graduates can easily learn all the cultural values of organization
through intensive training programme.

Employees prove their commitment with cultural

values of organization after getting the intensive training programme. The
newly appointed employees remains in good standing. The learn the pivotal
role or basic values of organization after training are termed as µnon-
conformists¶. They become rebels if they have values contrary to the
organizational values. These employees are put again socialization process
as indicated above. They are further brought to steep socialization process
i.e., prearrival stage, encounter stage.

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The newly appointed employee¶s values, attitudes and

personality are assessed for deriving them towards organizational culture.
Their weakness are revealed to paste them with organizational values.
Dodification and smoothening of their existing values are made by
management towards the culture of the organization. Employees might have
knowledge of socialization of business functions. It is revealed how their
socialization have not moved towards organizational values. The diagnosis
reveals the possibilities of complete socialization of organization-culture.
Their firmness, rigidity, unfaithfulness and other anti-attitudes are smoothen
to make their uses in different functions of required values. Psychologists ad
behaviorists are invited to smoothen their individual values towards
organizational values
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The employees after entering into business functions find

the activities against their attitude and expectations. The expectation of
employees may or may not be equal to the reality of business policy,
procedures and fellow workers attitudes. If expectations are not very far
from the reality in organization, they reinforce the values of organization.
Smoothening process is used in this case. When expectation are far from the
reality, the employees are required to replace their existing style with the
organizational culture. If they fail to adopt, they are put in adverse
conditions. They should not be permitted to destroy the existing culture of
organization. They are forced to resign if they do not perform as per norms
and values of organization even after intensive training programme.

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Culture is learned in the forms of instructions, stories,
rituals, language and material symbols. They are given from the childhood to
the rest of the life.

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Parents are the basic elements of culture. The newly

appointed employees are like newly born children of organization. They are
given certain instructions which are followed by them. Training is first stage
of culture. If the instructions include way of life and ancient systems, people
are developed accordingly.


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Parents and peers tell stories of outstanding personalities.

Organization has also started telling stories of successful businessmen who
had gone from lower rung of life to the highest place in the society. Culture
is administered in childhood through story telling or drama observation.
Stories told by seniors have great influence on culture-building.

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 Rituals are important factors for inculcating culture. The
formations of organization performs several rituals or formalities. The
appointment of top management, middle management and employees are
various stages which determine the cultural values. Top management having
high vision and mission make high practicable rituals of organization.
Employees selected after long selection process such as screening test,
written test, group discussion, attitude measurement and interview are
important rituals to form organizational culture. Apart from these
procedures, appointment made directly by political recommendations may
distort the culture.

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Organizational culture has language base. Language carries

culture as the literature is full of cultural facts and fictions. Culture and sub-
culture are developed with organization. Code number is generally used to
denote the culture. Accession number, relational operator and other code
numbers are instrumental for cultural formation. Organization has its own
behavioral terminology expressed in different forms of language.

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Organization learns culture through behavioral pattern

of employees. Openness and equality make useful culture for development.
Employee¶s behaviour in private life also influences the culture of
organization. The facilities enjoyed by top management have great influence
on organizational culture. Authoritative, participative, individualistic,
socialistic and other kinds of behavior influence the behaviour of employees
that is part of organizational culture.

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Culture is not easy to measure, but the important factors
influencing culture are measured. The symbols, rituals and functions of
organization are examined to measure culture. Research techniques such as
sampling, questionnaire, interviews and interpretations are used for
measuring the values and attitudes of employees. The perceptions of
employees are directly required to understand their beliefs and attitudes
towards organizational culture. The employees expected culture explored by
asking direct questions. Comparison of actual cultural with the expected
culture reveals the level of satisfaction of employees with the existing
culture. Researchers reveal the possibilities of improvement in the existing
culture. Likert¶s methods and other qualitative measurements techniques are
used to evaluate the level of culture on different parameters.

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The culture measured is communicated to

employees. The communicated and drawbacks of the culture are assessed
properly to find out the scope of improvement in the cultural development.
Work environment is also measured to find out the level of satisfaction of
development. Work environment is also measured to find out the level of
satisfaction of employees. It is told employees how far socialization has
improved their behavior. Socialization process is adopted to create congenial
environment in the organization. The traditional approaches are replaced by
modern approach of work culture and participative decision-making process.
Individual culture is smoothened to make socialization. The interaction
between socialization and individualization is revealed in the form of
conformity, isolation, creativeness and rebellion. If individual culture is
visible in socialization, it is conformity. If individual culture and
socialization are at low level, it is isolation. High individual culture and low
socialization makes rebellion. High individualization and high socialization
have creative culture. The impact of culture on leadership, motivation,
communication, decision-making process and so on are properly evaluated
and communicated to employees to make them more production-oriented.


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Several authors have given different features
of organizational culture. They are assumptions and values, sharing of
perception, risk-taking, management attitudes, employees inclination, team
building, competitiveness and stability. The structure, autonomy and conflict
are used for developing culture of organizations. Combination of these
factors is organizational culture.

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Organizational culture includes assumptions and values of

organization. These assumptions are believed and not explicitly noted down.
Workers, managers and top management view the organizational culture in
the same pattern although they have different views individually.


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The people of organization mutually agree on certain

perceptions although they have different attitudes and beliefs. Their common
belief and attitudes are part of organizational culture. They share common
perception of the organization. The degree to which employees are
encouraged to be innovative is determinant of organizational culture.

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Organizational culture is influenced by the degree of risk and

challenges faced by employees. Dethods of recruitment and training decide
risk taking factor. Internal and external environment have close connection
with decision of risk-taking.

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Danagement attitude has direct impact on the behaviour of

employees. Subordinates are supported by management for inculcating
healthy culture. Danagement¶s active interest and support are needed for the
purpose. Employees develop feeling of adequate and equitable reward under
congenial atmosphere. Danagement focusing on results provides positive
attitudes. Warm feelings of superior make employees happy and production
oriented. Danagers are expected to exhibit precision and attention to
people¶s problem.

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Organizational culture depends on the employee¶s

inclination which are influenced by their perception, learning and
personality. If employee¶s take positive views of the management¶s attitude,
people oriented climate is developed. The degree of confidence, tolerance
and fellowship of employees decides culture of the organization. Training
and management development programmes are a part of culture.
Individual¶s satisfaction is part of good culture.






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Danagement helps team building. Cultural and behavioural

characteristics are used for group development. Behaviour in groups helps
accumulative nature of culture. Dore emphasis on team building helps
cultural development. Functions of work group, occupational group,
functional departments and organization are part of culture. When they are
accumulated in traditional norms, they become guiding culture for future
action. Their differences create conflicting culture. Danagement must be
alert to prevent such culture and inculcate effective and positive culture.

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Competitive atmosphere builds developing culture. Intra-group,

inter-group and individual competitiveness demonstrate the wider scope of
culture. Their positive attitudes help building of good behaviour. But,
negative attitudes create conflicts. Aggressive attitudes destroy culture while
supportive attitudes build good culture.


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The stability in organizational function is referred as a culture.

Rules, regulations and officialisms are maintained without favoring any
person. Impersonal approach has direct impact on the behaviour of
employees.



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Organization structure is a part of culture. Bureaucratic and

mechanical structure have different culture than the democratic and organic
structure. Feeling of one¶s responsibility and self-development are visible in
the organization¶s culture. The degree of autonomy has great influence on
culture.
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External environment

social National cultural values Political & economic

Organizational work culture

Culturally indigenous HRD Culturally alien HRD practices

Characteristics of HRD practices

INDIVIDUAL LEVEL GROUP LEVEL ORGANISATION

SYSTEDS LEVEL
˜? Dotivation ˜? Group structure ˜? Technology
˜? Perception ˜? Power& politics ˜? Organization design
˜? Decision making ˜? Leadership & structure
˜? values ˜? Conflict& conflict ˜? Behaviour at strategic
resolution level

ORGANISATIONAL EFFECTIVENESS

˜? Productivity
˜? Absenteeism
˜? Employee turnover
˜? ob satisfaction


 

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The Tamilnadu co-operative housing federation
was organized and registered on 18.3.1959 as an apex body for housing co-
operatives in the state of Tamilnadu. The federation started its functioning
from 15.7.1959. its operation shall be confined to the limits of Tamilnadu.

The Tambaram taluk office is the branch of Tamilnadu

co-operative housing federation which has been registered on 7.12.1977 and
started on 1.1.1978,at the beginning it was just been as a co-operative
society providing housing loans for rural people alone later after 1984 it has
been developed to provide loans for urban people living in taluks of
tambaram.

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The federation is extending financial

assistance for construction of houses both for rural and urban housing
societies. The federation is giving long-term loans to the members of
615 urban housing societies for construction of houses, purchase of flats
and new houses. The individual maximum loan is Rs.7 lakhs. The
period of payment is 10 years.

Under rural housing scheme, the federation is issuing a

sum of Rs. 1,00,000 as loan to LIG and a sum of Rs.2,00,000 to DIG
members. The entire area of the Tamilnadu is covered by 615 urban
housing societies and 197 taluk co-operative housing societies.

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The federation is getting funds from LIC., HUDCO.,

HDFC., National Housing Bank, Nationalized and Commercial banks
for implementing urban and rural housing schemes and disbursing
through the primaries.

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A sum of Rs. 4,725.45 crores has been disbursed

up to 31.12.2008 for consideration of 11,62,875 houses under urban and
rural housing schemes as detailed below. The Tamilnadu co-operative
housing federation is the only federation in the country disbursing
highest amount in the co-operative housing sector.

  
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(rupees in crores)
1. Urban housing 3,59,862 3,623.63

2. Rural housing 8,03,013 1,101.82

 11,62,875 4,725.45


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The maximum rate of interest charged by the federation

to the primary co-operative housing societies is 10% and the rate of
interested charged by the primary co-operative housing societies to the
members is 11%.

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It is seen from the statement furnished below that the
Tamilnadu co-operative housing federation has made steady progress
and tops the list among all the state co-operative housing federations in
the country in mobilization of share capital, raising funds from credit
agencies, issues of loans to the primaries, number of houses assisted etc




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The Tamilnadu co-operative housing federation is
the only co-operative housing federation in the country to win eigth
time ³HUDCO NATIONAL AWARD´ for all round excellent
performance for the years 1992-93, 1993-94, 1995-96, 1996-97, 1997-
98, 1998-99, 1999-2000 and 2000-2001.

In view of the excellent performance, the Tamilnadu co-

operative housing federation has been adjudged as the ³BEST
DANAGED APEX CO-OPERATIVE HOUSING FEDERATION´ in
the country by the national co-operative housing federation and given
³NATIONAL AWARD´ for 19994-95.

Besides, five more special awards have been bagged by

the federation in the ³ALL INDIA LOW-COST HOUSING
CODPETITION´.