1. A Study on the Organizational Culture of
Symbiosys Technologies Visakhapatnam
Submitted in Partial fulfillment of the requirement for the award of the Degree of
Bachelors of Business Administration.
Sharmila Timmala
Reg. no: 14P25A0237
Under the guidance of
Mrs. RajeswariEerni
Head of the Department
Sun International Institute for Technology and Management
Bharatiar University
Coimbatore– 641046.

2. A Study on the Organizational Culture of
Symbiosys Technologies Visakhapatnam
Submitted in Partial fulfillment of the requirement for the award of the Degree of
Bachelors of Business Administration.
Sharmila Timmala
Reg. no: 14P25A0237
Under the guidance of
Mrs. RajeswariEerni
Head of the Department
Sun International Institute for Technology and Management
Bharatiar University
Coimbatore– 641046.

3. DECARATION
I hereby declare that this project work titled A STUDY ON THE ORGANIZATIONAL CULTURE OF
SYMBIOSYS TECHNOLOGIES is a record of Original work done by me under the guidance of
Mrs. Rajeswari Eerni and that this project work has not formed the basis for the award of any
Degree/Diploma/Associate ship/Fellowship or similar title to any candidate of any University.
Signature of the candidate
Sharmila Timmala
BBA- 3rd sem
Date :
Countersigned by
Mrs. Rajeswari Eerni
Signature of the Guide
(with seal)

4. CERTIFICATE
This is to certify that the project work entitled A STUDY ON THE ORGANIZATIONAL
CULTURE OF SYMBIOSYS TECHNOLOGIES submitted to Bharathiar University in partial
fulfillment of the requirements for the award of the Degree of Bachelors of Business
Administration is a record of the original work done by Sharmila Timmala under my
Supervision and guidance and that this project work has not formed the basis for
the award of any Degree/Diploma/Associate ship/Fellowship or Similar title to any
candidate of any University.
(Seal) Signature of the Guide
Mrs. Rajeswari Eerni
Head of the Department
Forwarded by
Mrs. Rajeswari Eerni
Head of the Department
Sun International Institute for Technology and Management
Bharathiar University
Coimbatore -46
Submitted for University Examination held on______________________________
Internal Examiner External Examiner

5. AKNOWLEDGEMENT
I sincerely thank Mr. Srikanth Jasti, Managing Director, for his sincere Endeavour in
education us in his premier institution.
I would like to express our deep gratitude to Mrs. Asha Jasti, Executive Director, Mrs. E.
Rajeswari, Head of the Department, Dept. of Management Studies.
Finally, I take this opportunity to thank all who continuously supported me.
For their motivation which has inspired us a lot in completing this project. My special
thanks to all the Faculties for their assistance in completing this project.
SHARMILA TIMMALA

6. CONTENTS
CHAPTER 1
INTRODUCTION
Needfor the study
Scope of the study
Objectives of the study
Methodology
Limitations
CHAPTER 2
INDUSTRYPROFILE
CHAPTER 3
COMPANYPROFILE
CHAPTER 4
THEORITICAL FRAMEWORK
CHAPTER 5
DATA ANALYSIS AND INTERPRETATION
CHAPTER 6
SUMMARY
Findings
Conclusions
Suggestions
Appendix
Bibliography

7. Chapter 1 INTRODUCTION
Organizational culture is a widely used term but one that seems to give rise to a degree of
ambiguity in terms of assessing its effectiveness on change variables in an organization. For the
past number of decades, most academics and practitioners studying organizations suggest the
concept of culture is the climate and practices that organizations develop around their handling of
people (Schein, 2004). Watson (2006) emphasizes that an important trend in managerial thinking
in recent decades has been one of encouraging managers to try to create strong organizational
cultures. Schein (2004) suggests that culture and leadership are conceptually intertwined. This is
supported by O’Farrell (2006) in his analysis of the Australian public service, where he concludes
that ‘statements of values, codes of conduct, principles of public service management and so on
set out in rules and regulation are simply rhetoric or what we now call aspirational statements.
Without leadership that is what they will ever be rhetoric. It is our job as administrators, managers
and leaders to turn them into reality’ (O’Farrell, 2006. p.8).
This study reviews evidence that shows why managing culture is important to effectively
enhancing both organization performance and, in macro terms, the public service modernization
programme. Based on the national and international literature reviewed and interviews conducted,
guidance is provided in relation to more effectively managing culture, and issues to be addressed
in terms of its effective engagement and use in the public service are outlined.
 Needfor the study:
The topic of the project is ‘A Study on ‘Organizational Culture’ and it’s Impact on
employees’ behavior’. It brings out the behavioral aspect of the employees working in Symbiosys
Technologies. The main objective of the study is to find the overall performance of the
employees.
The culture of an organization consists of the values and beliefs of the people in an organization.
The organizational culture usually has values and beliefs that support the organizational goals.
Organizational culture has an impact on employee’s satisfaction.
The analysis was done through simple percentage analysis and weighted average method.
From the analysis it was found that the employees of Symbiosys were much satisfied with their
interpersonal relationships, co-ordination and integration between various departments of the
organization, and also the rewards & incentives given by their management. But the management
has to provide more practical sessions in training programmes to improve their performance in

8. their respective fields. Such training programmes will help them to enhance their knowledge in
the respective fields.
 Scope of the study:
1. It helps the management
 To understand the causes of performance problems.
 To understand how to assess the effectiveness of motivational practices in the
organization.
2. This study focuses on today's turbulent, often chaotic, environment, commercial success
depends on employees making use of their talents in full.
3. The management can create the work environment in which their employees will thrive.
4. The management can
 Enhance the professional perception of the employees
 Foster a team oriented cooperative environment
 Enhance employee relationship
 Provide constructive feedback to their performance
 Encourage the resolve of the employees to change the negative behavior pattern
 Objectives of the study:
This study is undertaken with the following objectives.
1. To assess the existing culture of the organization and to find its
impact on employees’ behavior.

9. 2. To provide a more accurate assessment of the existing culture from the
employees’ point-of-view.
3. To learn the employees relationship with their peers.
4. To study how the employees feel about the management.
5. To understand how the employer encourages participation in decision making.
6. To find out the employees motivational factor.
7. To assess their behaviors with respect to that of the existing culture.
 Methodology:
ResearchDesign:
A research design is an arrangement of condition for collection and analysis of
the data in a manner that aims to combine relevance to the research purpose with economy in
procedure.
The study is descriptive in nature i.e., descriptive research. Descriptive research is
concerned with describing the characteristics of a particular individual or group. This includes
surveys and fact-finding enquiries of different kinds.
The main characteristic of this method is that the researcher has no control over the
variables; one can only report what has happened or what is happening. Thus, the research
design in case of descriptive study is a comparative design throwing light on all the areas and
must be prepared keeping the objectives of the study and the resources available. This study
involves collection of data from Junior level Executives.

10. Data source:
The study involves collection of primary data from 100 employees of Symbiosys. This
survey method is used considering the size of the universe and time factor. Data are collected
through structured Questionnaire. Questionnaire has been designed and personally
administered.
AssessmentofOrganizational Culture and Employee Attitude:
 Most of the statements in the second part of the questionnaire were analysed using a
simple percentage analysis as follows:
 Responses falling in either the ‘strongly agree’ or ‘agree’ categories, were considered as
positive responses;
 Responses falling under ‘neutral’ were considered neutral; and responses falling under
either ‘disagree’ or ‘strongly disagree’ were considered as negative responses to the
statement under consideration.
Employees’ suggestionto improve:
 The last item in the questionnaire was a question soliciting suggestions from the
respondents to improve the organization still further. This was analyzed using the method
of content analysis as described by Cummings and Worley.
 Limitations:
 It is difficult to elicit responses from employees who do night shifts.
 The attitude of the worker changes from time to time. Hence the result of the
project may be applicable only at present.
We cannot get exact information because some of the employees are reluctant to
share the information.

11. CHAPTER 2 INDUSTRY PROFILE
 The services sector is not only the dominant sector in India’s GDP, but has also attracted
significant foreign investment flows, contributed significantly to exports as well as
provided large-scale employment. India’s services sector covers a wide variety of
activities such as trade, hotel and restaurants, transport, storage and communication,
financing, insurance, real estate, business services, community, social and personal
services, and services associated with construction.
MarketSize
The services sector contributed US$ 783 billion to the 2014-15 GDP (at constant prices) growing
at CAGR of 9 per cent, faster than the overall GDP CAGR of 6.2 per cent in the past four years.
Out of overall services sector, the sub-sector comprising financial services, real estate and
professional services contributed US$ 305.8 billion or 20.5 per cent to the GDP. The sub-sector of
community, social and personal services contributed US$ 188.2 billion or 12.6 per cent to the
GDP. The third-largest sub-segment comprising trade, repair services, hotels and restaurants
contributed nearly equal or US$ 187.9 billion or 12.5 per cent to the GDP, while growing the
fastest at 11.7 per cent CAGR over the period 2011-12 to 2014-15.
Investments
The Indian services sector has attracted the highest amount of FDI equity inflows in the period
April 2000-May 2015, amounting to about US$ 43.35 billion which is about 16.8 per cent of the
total foreign inflows, according to the Department of Industrial Policy and Promotion (DIPP).
Some of the developments and major investments by companies in the services sector in the
recent past are as follows:
 The Indian facilities management market is expected to grow at 17 per cent CAGR
between 2015 and 2020 and surpass the $19 billion mark supported by booming real
estate, retail, and hospitality sectors.
 Fairfax India will look to acquire controlling stake in collateral management and weather
advisory firm National Collateral Management Services (NCML) where the deal size
could be $150-180 million.
 Amazon, the world's largest online retailer, plans to invest Rs 31,700 crore (US$ 5 billion)
in India in addition to the US$ 2 billion investment it committed two years ago, in
expanding its network of warehouses, data centers and increasing its online marketplace,
besides launching an instant video and subscription-based ecommerce services for high-
end buyers, called Amazon Prime, later this year.
 The private security services industry in India is expected to register a growth of over 20
per cent over the next few years, doubling its market size to Rs 80,000 crore (US$ 12.94
billion) by 2020.

12.  The Government of India has awarded a contract worth Rs 1,370 crore (US$ 221.63
million) to Ricoh India Ltd and Telecommunications Consultants India Ltd (TCIL) to
modernize 129,000 post offices through automation.
 Taxi service aggregator Ola plans to double operations to 200 cities in current fiscal year.
 The company, which is looking at small towns for growth, also plans to invest in driver
eco-system, such as training centers and technology upgrade, besides adding 1,500 to
2,000 women drivers as part of its pink cab service by women for women.
 JP Morgan Asset Management (UK) Ltd, JP Morgan Investment Management Inc and JP
Morgan Chase Bank NA, have together acquired 4.11 per cent stake in Mahindra &
Mahindra Financial Services Ltd for Rs 113.75 crore (US$ 18.13 million).
 The Nikkei Services PMI for India stood at 51.8 in August 2015 – a reading above 50
signals expansion.
Government Initiatives:
The Government of India recognizes the importance of promoting growth in services sectors and
provides several incentives in wide variety of sectors such as health care, tourism, education,
engineering, communications, transportation, information technology, banking, finance,
management, among others.
The Government of India has adopted a few initiatives in the recent past. Some of these are as
follows:
 The Central Government is considering a two-rate structure for the goods and service
tax(GST), under which key services will be taxed at a lower rate compared to the standard
rate, which will help to minimize the impact on consumers due to increase in service tax.
 By December 2016, the Government of India plans to take mobile network to nearly 10
per cent of Indian villages that are still unconnected.
 The Government of India has proposed provide tax benefits for transactions made
electronically through credit/debit cards, mobile wallets, net banking and other means, as
part of broader strategy to reduce use of cash and thereby constrain the parallel economy
operating outside legitimate financial system.
 The Reserve Bank of India (RBI) has allowed third-party white label automated teller
machines (ATM) to accept international cards, including international prepaid cards, and
has allowed white label ATMs to tie up with any commercial bank for cash supply.
RoadAhead:

13. Services sector growth is governed by both domestic and global factors. The sector is expected to
perform well in FY16.
Some improvement in global growth and recovery in industrial growth will drive the services
sector to grow 7.4 per cent in FY16 (FY15: 7.3 per cent) as per Mr. Dilip Chenoy, MD and CEO
of National Skill Development Corporation. The performance of trade, hotels and restaurants, and
transport, storage and communication sectors are expected to improve in FY16.
Loss of growth momentum in commodity-producing sectors had adversely influenced transport
and storage sectors over the past two years. The financing, insurance, real estate, and business
services sectors are expected to continue their good run in FY16. The growth performance of the
community, social and personal services sector is directly linked with government expenditure
and we believe that the government will remain committed to fiscal consolidation in FY16.
The service sector, also called tertiary sector, is the third of the three economic
sectors. The other two are the primary sector, which covers areas such as farming, mining and
fishing; and the secondary sector, which covers manufacturing and making things.
The service sector provides a service, not an actual product that could be held in your hand.
Activities in the service sector include retail, banks, hotels, real estate, education, health, social
work, computer services, recreation, media, communications, electricity, gas and water supply.
The service sector is an important part of the economy. For example, in Australia in 2007, 85% of
all businesses were in the service sector.[1] In 2009 there were more than nine million people
employed in the service sector in Australia, which was 86% of all jobs. In India, there has been a
huge growth in service sector businesses which made up 55% of India's GDP in 2006—
2007. Computer software businesses in India are increasing at a rate of 35% per year.
Increasingly service sector businesses focus on what is now being called the “knowledge
economy”. They need to keep ahead of other businesses by understanding what it is their
customers want and be in a position to give it to them quickly and at low cost.
One good example of this are banks which went through big changes in the late 20th century.
Using information and communication technology, banks have vastly reduced the number of
people they need to employ, and lowered the cost of providing bank service. For example,
an automated teller machine is able to provide basic banking services 24 hours a day, 7 days a
week, in many different places. Before this, banking services were only available from the bank

14. when it was open. Many banks and building societies have joined to form much lower cost
businesses that can make more money from a wider customer base. The key to this process is
gaining information about their customers and constantly coming up with new services for them.
INFORMATION TECHNOLOGY:
Information technology (IT) industry in India has played a key role in putting India on the
global map. IT industry in India has been one of the most significant growth contributors for the
Indian economy.
The industry has played a significant role in transforming India’s image from a slow
moving bureaucratic economy to a land of innovative entrepreneurs and a global player in
providing world class technology solutions and business services. The industry has helped India
transform from a rural and agriculture-based economy to a knowledge based economy.
Information Technology has made possible information access at gigabit speeds. It has
made tremendous impact on the lives of millions of people who are poor, marginalized and living
in rural and far flung topographies.
Internet has made revolutionary changes with possibilities of e-government
measures like e-health, e-education, e-agriculture, etc. Today, whether its filing Income Tax
returns or applying for passports online or railway e-ticketing, it just need few clicks of the
mouse. India’s IT potential is on a steady march towards global competitiveness, improving
defense capabilities and meeting up energy and environmental challenges amongst others.
IT-ITeS sector in India, with the main focus on increasing technology adoption, and developing
new delivery platforms, has aggregated revenues of USD 88.1 billion in FY2011, while
generating direct employment for over 2.5 million people. Out of 88.1 billion, export revenues
(including Hardware) has reached USD 59.4 billion in FY2011 while domestic revenues
(including Hardware) of about USD 28.8 billion.
Government Initiatives:
After the economic reforms of 1991-92, major fiscal incentives provided by the
Government of India and the State Governments, like, liberalization of external trade, elimination
of duties on imports of information technology products, relaxation of controls on both inward
and outward investments and foreign exchange, setting up of Export Oriented Units (EOU),

15. Software Technology Parks (STP), and Special Economic Zones (SEZ), has enabled India to
flourish and acquire a dominant position in world’s IT scenario.
In order to alleviate and to promote Indian IT industry, the Government of India had set
up a National Task Force on IT and Software Development to examine the feasibility of
strengthening the industry. Venture capital has been the main source of finance for software
industry around the world.
In line with the international practices, norms for the operations of venture capital funds
have also been liberalized to boost the industry.
The Government of India is also actively providing fiscal incentives and liberalizing norms for
FDI and raising capital abroad.

16. Financial assistance
While the underlying theme of 2010 was that of steady recovery from recession, thanks to the
accelerated recovery in emerging markets, worldwide spending in IT products and services
increased significantly in 2011. In 2011, India’s growth has reflected new demand for IT goods
and services, with a major surge in the use of private and public cloud and mobile computing on a
variety of devices and through a range of new software applications.
High inflow of FDI in the IT sector is expected to continue in coming years. The inflow of huge
volumes of FDI in the IT industry of India has not only boosted the industry but the entire Indian
economy in recent years. Foreign direct investment (FDI) inflow rose by more than 100 per cent
to US$ 4.66 billion in May 2011, up from US$ 2.21 billion a year ago, according to the latest data
released by the Department of Industrial Policy and Promotion (DIPP). This is the highest
monthly inflow in 39 months.
Foreign technology induction is also encouraged both through FDI and through foreign
technology collaboration agreements. India welcomes investors in Information Technology
sector. Greater transparency in policies and procedures has made India an investor friendly
platform. A foreign company can hold equity in Indian company’s upto 100%.
Research & Development:
To support Research & development in the country and promoting Start ups focussed on
technology and innovation, a weighted deduction of 150% of expenditure incurred on in-house
R&D is introduced under the Income Tax Ac. In addition to the existing scheme for funding
various R&D projects have been funded through new scheme like Support International Patent
Protection in Electronics & IT (SIP-EIT), Multiplier Grants Scheme (MGS).
The government has initiated the setting up of an Open Technology Center through NIC aimed at
giving effective direction to the country on Open Technology in the areas of Open Source
Solutions, (OSS), Open Standard, Open Processes, Open Hardware specifications and Open
Course-ware. This initiative will act as a National Knowledge facility providing synergy to the
overall components of Open Technology globally.
Regulations
After the economic reforms of 1991-92, liberalization of external trade, elimination of duties on
imports of information technology products, relaxation of controls on both inward and outward
investments and foreign exchange and the fiscal measures taken by the Government of India and
the individual State Governments specifically for IT and ITES have been major contributory
factors for the sector to flourish in India and for the country to be able to acquire a dominant
position in offshore services in the world. The major fiscal incentives provided by the
Government of India have been for the Export Oriented Units (EOU), Software Technology Parks
(STP), and Special Economic Zones (SEZ).
Challenges
Cyber security and quality management are few key areas of concern in today’s information age.
To overcome such concerns in today’s global IT scenario, an increasing number of IT-BPO
companies in India have gradually started to emphasize on quality to adopt global standards such

17. as ISO 9001 (for Quality Management) and ISO 27000 (for Information Security). Today, centers
based in India account for the largest number of quality certifications achieved by any single
country.
India aims to transform India into a truly developed and empowered society by 2020. However, to
achieve this growth, the sector has to continue to re-invent itself and strive for that extra mile,
through new business models, global delivery, partnerships and transformation. A collaborative
effort from all stakeholders will be needed to ensure future growth of India’s IT-ITeS sector. We
will need to rise up to the new challenges and put in dedicated efforts toward providing more and
more of end-to-end solutions to the clients to keep the momentum going.
India is now one of the biggest IT capitals in the modern world and has presence of all the major
players in the world IT sector. HCL, Wipro, Infosys and TCS are few of the household names of
IT companies in India.
Future prospects
Globalization has had a profound impact in shaping the Indian Information Technology industry.
Over the years, verticals like manufacturing, telecom, insurance, banking, finance and lately the
retail, have been the growth drivers for this sector. But it is very fast getting clear that the future
growth of IT and IT enabled services will be fuelled by the verticals of climate change, mobile
applications, healthcare, energy efficiency and sustainable energy.
The near future of Indian IT industry sees a significant rise in share of technology spend as more
and more service providers both Indian and global target new segments and provide low cost,
flexible solutions to customers.
By 2015, IT sector is expected to generate revenues of USD 130 billion (NASSCOM) which will
create a transformational impact on the overall economy. IT spending is expected to significantly
increase in verticals like automotive and healthcare while the government, with its focus on e-
governance, will continue to be a major spender.
However, to achieve this growth, the sector has to continue to re-invent itself and strive for that
extra mile, through new business models, global delivery, partnerships and transformation. A
collaborative effort from all stakeholders will be needed to ensure future growth of India’s IT-
ITeS sector. We will need to rise up to the new challenges and put in dedicated efforts toward
providing more and more of end-to-end solutions to the clients to keep the momentum going.
Business process outsourcing (BPO) is a subset of outsourcing that involves the contracting of
the operations and responsibilities of a specific business process to a third-party service provider.
Originally, this was associated with manufacturing firms, such as Coca Cola that outsourced large
segments of its supply chain.
BPO is typically categorized into back office outsourcing, which includes internal business
functions such as human resources or finance and accounting, and front office outsourcing, which
includes customer-related services such as contact centre services.

18. BPO that is contracted outside a company's country is called offshore outsourcing. BPO that is
contracted to a company's neighboring (or nearby) country is called near shore outsourcing.
Often the business processes are information technology-based, and are referred to as ITES-BPO,
where ITES stands for Information Technology Enabled Service.
Knowledge process outsourcing (KPO) and legal process outsourcing (LPO) are some of the sub-
segments of business process outsourcing industry.
In 2010, the Philippines surpassed India as the largest business process outsourcing industry in the
world.
After growing 20 percent in 2012, the BPO industry of the Philippines is estimated to gross
revenue of upwards to $25 billion by 2016. By these estimates, the Philippines' BPO industry will
account for approximately 10 percent of the nation's GDP.
Benefits and limitations:
HITEC city Hyderabad, India, the hub of information technology companies
The main advantage of any BPO is the way in which it helps increase a company's flexibility.
However, several sources have different ways in which they perceive organizational flexibility. In
early 2000s, BPO was all about cost efficiency, which allowed a certain level of flexibility at the
time. Due to technological advances and changes in the industry (specifically the move to more
service-based rather than product-based contracts), companies who choose to outsource their
back-office increasingly look for time flexibility and direct quality control. Business process
outsourcing enhances the flexibility of an organization in different ways:
Most services provided by BPO vendors are offered on a fee-for-service basis, using business
models such as Remote In-Sourcing or similar software development and outsourcing
models. This can help a company to become more flexible by transforming fixed into variable. A
variable cost structure helps a company responding to changes in required capacity and does not
require a company to invest in assets, thereby making the company more flexible.
Another way in which BPO contributes to a company’s flexibility is that a company is able to
focus on its core competencies, without being burdened by the demands of bureaucratic
restraints.
Key employees are herewith released from performing non-core or administrative processes and
can invest more time and energy in building the firm’s core businesses. The key lies in knowing
which of the main value drivers to focus on – customer intimacy, product leadership, or
operational excellence. Focusing more on one of these drivers may help a company create a
competitive edge.

19. A third way in which BPO increases organizational flexibility is by increasing the speed of
business processes. Supply chain management with the effective use of supply chain partners and
business process outsourcing increases the speed of several business processes, such as the
throughput in the case of a manufacturing company.
Finally, flexibility is seen as a stage in the organizational life cycle: A company can maintain
growth goals while avoiding standard business bottlenecks.[15] BPO therefore allows firms to
retain their entrepreneurial speed and agility, which they would otherwise sacrifice in order to
become efficient as they expanded. It avoids a premature internal transition from its informal
entrepreneurial phase to a more bureaucratic mode of operation.
A company may be able to grow at a faster pace as it will be less constrained by large capital
expenditures for people or equipment that may take years to amortize, may become outdated or
turn out to be a poor match for the company over time.
Although the above-mentioned arguments favor the view that BPO increases the flexibility of
organizations, management needs to be careful with the implementation of it as there are issues,
which work against these advantages. Among problems, which arise in practice are: A failure to
meet service levels, unclear contractual issues, changing requirements and unforeseen charges,
and a dependence on the BPO which reduces flexibility. Consequently, these challenges need to
be considered before a company decides to engage in business process outsourcing.
A further issue is that in many cases there is little that differentiates the BPO providers other than
size. They often provide similar services, have similar geographic footprints, leverage similar
technology stacks, and have similar Quality Improvement approaches.
Threats:
Risk is the major drawback with Business Process Outsourcing. Outsourcing of an Information
System, for example, can cause security risks both from a communication and from a privacy
perspective. For example, security of North American or European company data is more difficult
to maintain when accessed or controlled in the Indian Sub-Continent. From a knowledge
perspective, a changing attitude in employees, underestimation of running costs and the major risk
of losing independence, outsourcing leads to a different relationship between an organization and
its contractor.
Risks and threats of outsourcing must therefore be managed, to achieve any benefits. In order to
manage outsourcing in a structured way, maximizing positive outcome, minimizing risks and
avoiding any threats, a Business continuity management (BCM) model is set up. BCM consists of
a set of steps, to successfully identify, manage and control the business processes that are, or can
be outsourced.

20. Another framework, more focused on the identification process of potential outsourceable
Information Systems, identified as AHP, is explained. L. Willcocks, M. Lacity and G. Fitzgerald
identify several contracting problems companies face, ranging from unclear contract formatting,
to a lack of understanding of technical IT- processes. BPO is a sector which is processed business
from outsources.
Technological pressures:
Industry analysts have identified Robotic Process Automation (RPA) software as a potential
threat to the industry and speculate as to the likely long-term impact. In the short term, however,
there is likely to be little impact as existing contracts run their course: it is only reasonable to
expect demand for cost efficiency and innovation to result in transformative changes at the point
of contract renewals. With the average length of a BPO contract being 5 years or more and many
contracts being longer - this hypothesis will take some time to play out.
On the other hand, an academic studyby the London School of Economics was at pains to counter
the so-called "myth" that RPA will bring back many jobs from offshore. One possible argument
behind such an assertion is that new technology provides new opportunities for increased quality,
reliability, scalability and cost control, thus enabling BPO providers to increasingly compete on
outcomes based model rather than competing on cost alone. With the core offering potentially
changing from a "lift and shift" approach based on fixed costs to a qualitative, service based and
outcomes-based model, there is perhaps a new opportunity to grow the BPO industry with a new
offering.
Growth and Development:
India has revenues of US$10.9 billion from offshore BPO and $30 billion from IT and total BPO
(expected in FY 2008). India thus has some 5-6% share of the total BPO Industry, but a
commanding 63% share of the offshore component.
This 63% is a drop from the 70% offshore share that India enjoyed last year: despite the industry
growing 38% in India last year, other locations like Philippines, and South Africa have emerged
to take a share of the market.
The South African call centre industry has grown by approximately 8% per year since 2003 and it
directly employs about 54,000 people, contributing 0.92% to South Africa's gross domestic
product (GDP). China is also trying to grow from a very small base in this industry. However,
while the BPO industry is expected to continue to grow in India, its market share of the offshore
piece is expected to decline. Important centers
in India are Bangalore, Gurgaon, Chennai, Kolkata, Mumbai, Pune, and New Delhi. In fact,
the Philippines has overtaken India as the largest call centre industry in the world in 2010.

21. The Association of Southeast Asian Nations (ASEAN) countries, along with the People's
Republic of China and India—known collectively as ACI countries—are likely to see services
like BPO figure strongly in their economies over the medium term. Services trade among ACI
countries has been growing at a very rapid rate over recent years, despite starting from a relatively
low baseline.
Although data are scarce and must be interpreted with caution, an analysis of applied services
sector policies in the region suggests there is much policymaker can do to intensify this process,
and increase the pace at which the transformation to a service economy is taking place.
Eastern Europe is also an emerging BPO destination. McKinsey & Company reported that in
2010, 33,000 jobs were moved to Eastern European countries. While the overall size of the
industry and the number of developers in Eastern Europe is lower than India, the knowledge of
European languages like French, Spanish, German, and Italian by many Eastern Europeans, as
well as the overall high quality of education in these locations, allows the BPO industry in this
region to continue to grow. For example, the region has an estimated 17.2 million people with a
tertiary education, compared to 13.6 million in India, making it an attractive choice for BPO,
especially if more specialized projects are to be outsourced. It grew at a rate of 38% over 2005.
For the FY06 financial year the projections is of US$7.2 billion worth of services provided by this
industry. The base in terms of headcount being roughly 400,000 people directly employed in this
Industry. The global BPO Industry is estimated to be worth 120–150 billion dollars, of this the
offshore BPO is estimated to be some US$11.4 billion. India thus has some 5–6% share of the
total Industry, but a commanding 63% share of the offshore component. The U.S $7.2 billion also
represents some 20% of the IT and BPO Industry which is in total expected to have revenues
worth US$36 billion for 2006. The headcount at 400,000 is some 40% of the approximate one
million workers estimated to be directly employed in the IT and BPO Sector.
The related Industry dependent on this are Catering, BPO training and recruitment, transport
vendors (home pick up and drops for night shifts being the norm in the industry), security
agencies, facilities management companies.
Business process outsourcing to India refers to the business process outsourcing services in the
outsourcing industry in India, catering mainly to Western operations of multinational
corporations (MNCs).
As of 2012, around 2.8 million people work in outsourcing sector. Annual revenues are around
$11 billion, around 1% of GDP. Around 2.5 million people graduate in India every year. Wages
are rising by 10–15 percent as a result of skill shortage.

22. Amex
In the second half of the 1980s, American Express consolidated its JAPAC (Japan and Asia
Pacific) back office operations into Gurgaon region. This centre (called the Financial Resource
Centre East or FRC-E)was headed by an Expat Harry Robertson, a veteran American Express
employee with Raman Roy reporting to him, Raman Roy later on quit Amex to join GE and later
on started his own enterprise called Spectramind which got later on merged with Wipro and then
later on started Quattro BPO.
GeneralElectric
In the 1990s, Jack Welch was influenced by K.P. Singh, (a Delhi-based realtor) to look
at Gurgaon in the NCR region as a base for back office operations. Pramod Bhasin, the India head
of G.E. hired Raman Roy and several of his management from American Express to start this
enterprise called GECIS (GE Capital International Services). Raman for the first time tried out
voice operations out of India. The operations in India were the Beta site for the GE Six
sigma enterprise, as well. The results made GE ramp up their Indian presence and look at other
locations. In 2004, GECIS was spun off as a separate legal entity by GE, called Genpact. GE has
retained a 40% stake and sold a 60% stake for $500 million to two equity companies, Oak Hill
Capital Partners and General Atlantic Partners.
Third party BPOs
Until G.E. most of the work was being done by "captives"- a term used for in house work being
done for the parent organization. In 2000 Raman Roy and some team members from GECIS quit,
and with VC funding from Chrysalis Capital, started Spectra mind. At the same time, an
organization called EFunds started in Mumbai and Gurgaon, vCustomer in New Delhi and Daksh
in Gurgaon. One of the current big BPO firms, EXL Services, started in April 1999, and in 2012
hit $442.9 million in revenues.
However, recently, most of the Indian BPOs, even smaller and mid-sized ones, are setting up their
onshore presence in the markets they serve. Most of the large players are improving the
outsourced business processes by leveraging on their years of experience, and now some are
offering more than just plain vanilla BPO processes. KPO, transformation and Consulting
opportunities are gaining favor among large third party BPO providers like Genpact, WNS and
EXL Services.
C. Future of the industry:
Analysts believe that India remains a vital destination for outsourcing and expect its annual GDP
to grow at 8–10% for the next decade. In addition, outsourcing efforts to India are held up as an

23. effective remedy for concerns about both Chinese government policy and labor force issues, such
as increasing costs and shortages.
RegistrationofBPO as OSP:
BPO/KPO/Domestic & International Call Centres/NOC etc. are covered under the 'Other Service
Provider' (OSP) Category by the Department of Telecommunications.
The companies who are providing the 'Applications Services' means providing services like tele-
banking, tele-medicine, tele-education, tele-trading, e-commerce, call centre, network operation
centre and other IT Enabled Services, by using Telecom Resources provided by Authorized
Telecom Service Providers.
The 'Telecom Resource' means Telecom facilities used by the OSP including, but not limited to
Public Switched Telecom Network (PSTN), Public Land Mobile Network (PLMN), Integrated
Services Digital Network (ISDN) and /or the telecom bandwidth provided by authorized telecom
service provider having valid license under Indian Telegraph Act, 1885. The 'Company' means a
company registered under Indian Companies Act including foreign companies permitted by RBI
under Foreign Exchange Management Regulations and registered under Part-XI (Section 591 to
608) of the Companies Act, 1956 for setting up a place of business in India. 'Domestic OSP' are
the OSP providing the Application Services within national boundaries. 'International OSP' is the
OSP providing the Application Services beyond national boundaries.
General conditions of OSP registration
(1) Registration may be granted to any company to provide Application Services. These service
providers will not infringe on the jurisdiction of other Authorized Telecom Service Providers and
they will not provide switched telephony. (2) The entities entitled for OSP registration must be a
company registered under Indian Companies Act, 1956. (3) A Company may apply for
registration to the Authority in the proforma prescribed by the Authority from time to time.
Online systemfor OSP registration
It is mandatory to get new Registration Number allotted by the Online OSP Registration system
for the existing OSP Registrations. In case you have existing registered OSP sites for which you
would like to get the new Registration Number from the system please contact Assistant Director
General (ADG) of the concerned Telecom Enforcement, Resource and Monitoring Cell (TERM
Cell) preferably before applying for the login-id from the system.
Terms and conditions of the OSP registration are available on the DOT website .

24. Leading BPO-ITes cities in India
Bangalore, Chennai, Hyderabad, Gurgaon, NCR, Mumbai and Pune are Tier I cities that are
leading IT cities in India.
With rising infrastructure costs in these cities, many BPO's are shifting operations to Tier II cities
like Kolkata, Nashik, Sangli, Aurangabad (Maharashtra), Mangalore, Mysore,Hubli-
Dharwad, Belgaum, Coimbatore, Nagpur, Kochi, Trivandrum, Chandigarh, Mohali, Panchkula, A
hmedabad, Bhubaneshwar, Jaipur, Visakhapatnam, Raipur and Lucknow
Tier II cities offer lower business process overhead compared to Tier I cities, but have a less
reliable infrastructure system which may hamper dedicated operations. The Government of
India in partnership with private infrastructure corporations is working on bringing all around
development and providing robust infrastructure all over the nation.

25. Chapter 3: COMPANY PROFILE
Origin of Symbiosys Technologies
Founded in 2001, Symbiosys Technologies is a 100% Export Orient Unit, registered in
Visakhapatnam Export Processing Zone (VEPZ) servicing and providing solutions to enterprises
worldwide. Symbiosys Technologies development center is located in India with offices in the
US.
The company aims at developing innovative and cost – effective end – to – end technology
solutions with high performance and security.
Business Strategy and Approach:
o Help the customers focus on the core business activities by providing high quality and low risk
solutions to their complex problems.
o Develop strategic business solutions using onsite (for testing), offsite and offshore project
execution methodologies to meet specific client requirements.
o Provide consummate and laudable products aimed at customer satisfaction.
o Maintain stringent time lines for the product deployment.
o Provide software support and maintenance.
Growth and Development of the Organization:
The software development center is based in India with an infrastructure to support the custom
software development services, which include Business and System application development.
Software development is a complicated process that requires careful planning and execution to
meet the goals. Development process being the longest phase requires careful integration of the
development team to make sure that different components incorporate each other. Symbiosys
Technologies carefully tailors all the stages involved in the process of software development by
executing a well-planned development process that...
 Ensures careful understanding, analysis and design (physical & logical) of the components
 Identifies the key process areas/features important for development
 Identifies timelines and resource allocation
 Ensures that the requirements are fulfilled
 Ensures maintainability and interpretability

26. The software development team has expertise in diverse technologies to provide solutions in areas
of client/server applications and Internet & Intranet applications.
Workforce:
The proficient workforce at Symbiosys Technologies comprises of a group of highly trained
engineers, IT specialists & technicians who have developed a niche market and an appreciation
for mastering solutions to complex engineering problems, and developed software solutions in
profound disciplines.
The engineers constantly keep themselves abreast with the latest trends in technology that help
Symbiosys Technologies stay one step ahead of its competition in its quest for knowledge and
perfection.
Symbiosys Technologies encourages growth and development within the organization and taps
the potential of its efficient workforce to be able cater to the demands of the constantly expanding
domain and market diversification.
Product and Service profile of the Organization:
A) ANIMATION:
Symbiosys Technologies a CMMi level 3 & ISO 9001:2000, ISO 27001, ISO 14001 is a Global
Animation Production House.
They are the creatively collaborative, full service CG animation studio in Vizag, India with an
innovative history that spans over 9 years.
Originally established as Software Company also diversified into Animation with excellent
environment, facilities and Manpower, with many talented artists, directors and technical staff,
the studio provides a full service environment for clients and creative partners. They can do it all -
design, casting, recording, modeling, layout, animation, lighting and postproduction. The highly
scalable and adaptable pipeline features artist friendly tools and allows us to create CG animation
styles that are unique to each project. They do not limit themselves.
INNOVATION:
Founded out of the spirit of innovation in 2001, Symbiosys Animation today continues to strive
creatively and technologically to push the company and craft in new, cutting-edge directions.
They welcome new ideas and innovative ways of approaching the business.
CREATIVITY
From the directors, story artists, writers, designers, animators, lighters to assistants,
Symbiosys Animation is a company of high creativity. The studio environment
supports collaboration and artistry at every level.

27. PROFESSIONALISM
They are constantly evaluating the quality of work being created in the studio in every area of
business, challenging ourselves consistently to raise the standards to the highest global standards.
Some of our main services
 Storyboards, Concept Art , Backgrounds
 2D Animation
 3D Animation.
B) QUALITY ASSURANCE:
Quality is the corner stone of Symbiosys Technologies work culture. It believe that testing is one
of the most important phases for long-term support and a phase that increases the credibility of
our company. It take utmost care in developing, maintaining and delivering quality products by
following a standardized quality process developed by our Software Quality Assurance Group
whose core activities include …
 Establishing standards and procedures for software development and testing
 Product evaluation and process monitoring that assures software development and process
control
 Configuration Management Monitoring that includes baseline and configuration control
 Software assurance activities can help to reduce/avoid schedule and cost over run
 Assuring readiness for testing of all deliverable items.
It attempt to bring out the efficiency and efficacy of the software by extensive testing. This is
achieved through the QA Engineers with a thirst to maintain quality and standards. Symbiosys
Technologies QA & Testing team has proficiency in testing applications in a carefully planned
testing environment through various phases of testing like Test Planning, Test Designing, Test
Execution and Test Evaluation using Manual and Automated Testing techniques.
C) GRAPHICS AND WEB DESIGNING:
A team of highly creative, ingenious and nifty state-of-art web designers forms the core of
Symbiosys Technologies Graphics and Web Designing team. High proficiency in the latest
technologies with a poised bit of innovative imagination helps this team create marvels.
The Web Designing team designs and develops pages/applications that impress and illuminate the
readers. It follows the basics of web design - Keep it simple and Think small, Use graphics that fit
the content, Stick with standard layouts, Ease of navigation and Consistency.
It follows a user-centered design approach and believe that careful planning and a clear purpose
are the keys to success in building web sites.
The Web Designing team at Symbiosys Technologies follows a systematic procedure - Planning,
Interface Design, Site Design, Page Design, Typography, Graphics and Multimedia.

28. It have good experience in developing a full range of Internet and Intranet sites and mainly focus
on …
 Web application development
 Interactive web design
 Ecommerce web design - Shopping Cart Systems
 Portal sites
 Corporate Intranet Applications.
D) ENGINEERING SERVICES:
 3D Laser scanning:
Several industries have realized the immediate benefits in using 3D data for planning, visualizing
and measuring. Building Information Modeling (BIM), for example, is relying on scanned data to
be used throughout the entire building life cycle. By doing so, civil engineers, architects and
construction contractors are all able to collaborate more efficiently and effectively in the design
and building process as well as the maintenance of existing building infrastructure.
Industries such as aerospace, automotive, foundry and ship building depend on laser scanning for
accurate large scale inspection or reverse engineering. Scanned data provides manufacturers with
accurate measurements of complex parts whereby traditional methods of data verification would
be too cumbersome and unreliable.
OUTPUT & POST-PROCESSING
Scanner output can be supplied raw, or post processed to your requirements. This includes point
cloud manipulation, conversion to ACAD and other common CAD formats and comparison of
scanned dimensions to existing electronic files (either previous scans or CAD drawings) to detect
additions, subtractions and variations to the scanned object. For example, this may be used to
detect decay of the object over a period using multiple scans or detecting fabrication errors
compared to the original manufacturing drawings.
Our detailing services include the preparation of
 Structural Steel Detailing
 Piping & Equipments Detailing
 Ship Structural Detailing.
 Buildings and industrial projects:
The company provides efficient, customized structural steel detailing drawings dimensions
through resourceful use of technology. The team of steel detailers provides you with a
precise picture of each structural steel element and connections between them with accurate
structural steel detailing dimensions. They convert structural drawings, sketches and rough
concepts into cost effective and accurate steel drawings.
They utilize a fully computerized detailing system known as X-STEEL. Using X-STEEL
our detailers create a 3D model of the complete steel structure. We utilize the latest

29. technology to provide our clients with services that will continually exceed their
expectations. Their reputation is built on our commitment to total quality approach and
customer satisfaction. They aim to provide highest quality steel drawings in the best
possible period.
 Offshore & marine:
At Symbiosys Technologies, they offer design and engineering consultancy services for
the marine industry, Rigs and Production platforms. The highly qualified workforce of
Marine Engineers, Mechanical Engineers and designers provides design services for
different categories of ships and offshore facilities. Their capabilities in design include
basic & structural design and detail engineering activities. They leverage our rich
experience of working with various classification societies using leading software tools to
support our clients.
The services translate into several benefits for the clients, including optimization of
development costs and faster time to market. Clients are able to leverage their investments
in design technologies for better ROI and higher productivity of design personnel.
E) PUBLISHING SERVICES:
They offer various Publishing services that encompass migration of content from almost any
format to digital format. Our Publishing team is equipped to deliver all types of services and
solutions for the print, online and media domains with its major wing Publishing.
Leveraging the latest technology coupled with seasoned professionals and trained staff; we are
geared up to meet your expectations in terms of quality, turnaround time, pricing and support.
Customized Publishing Solutions at us facilitates clients to substantially reduce costs, improve
ROI, improve efficiency and better meet the requirements of end customers.
Being scientific yields mathematical results
Technology and its application are very important for the success of the time-bound quality
deliverables. Symbiosys uses chosen & proven IT infrastructure, tools, training and practices
which results in quality deliverables each time. The process is deployed around ISO/CMM/Agile
practices, which confirm customer’s delight.
A part of Innovation!
Symbiosys uses most innovative tools to convert pdf’s to epub3 fixed layout, which will convert
thousands of pages in just few minutes. Symbiosys is actively taking part in the R&D activities
for designing more tools for the Publication with its innovative partner companies.
Data security
With its state-of-the-art data-center, customer’s data is always safe and is the first priority.

30. Services offered
1. Project Management
2. Typesetting
3. Editorial Services
a. Copyediting
b. Proofreading
c. Editorial Proofreading
d. Indexing
4. Digital conversion
Also…
Symbiosys not only in books but Symbiosys convert newspapers, magazines, journals, Multi-
channel High Frequency publications into digital format e-book. Symbiosys do convert into e-
books, which have a lot of images, graphics, videos, voice, mathematical and scientific notations.
Language? No-Barrier!
Symbiosys's team can produce exemplary quality e-book for iOS pertaining to any language such
as English, Arabic, French, German, Chinese, Japanese, Spanish, Urdu, and Indian languages like
Hindi, Tamil, Telugu, Malayalam, Bengali etc.
The publishing services consist of following programmers:
 Project management
 Type setting
 Editorial services
 Digital conversation.
CLIENTS:
Google is a public and profitable company focused on search services.
Google operates web sites at many international domains, with the most
trafficked being www.google.com. Google is widely recognized as the
"World's Best Search Engine" and is fast, accurate and easy to use.
Symbiosys Technologies provides customized HR Solutions for Google.
Trimble is a leading provider of advanced location-based solutions that
maximize productivity and enhance profitability. The Company integrates
its positioning expertise in GPS, laser, optical and inertial technologies
with application software, wireless communications, and services to
provide complete commercial solutions. Trimble serves a variety of
industries including agriculture, engineering and construction,

31. transportation and wireless communications infrastructure. The Company's
portfolio of over 1,800 patents is the basis for the broadest positioning
solutions portfolio in the industry.
AMD is a semiconductor design innovator leading the next era of vivid
digital experiences with its ground-breaking AMD Fusion Accelerated
Processing Units (APUs). AMD's graphics and computing technologies
power a variety of solutions including PCs, game consoles and the servers
that drive the Internet and businesses.
Fidelity National Information Services, Inc. is a leading provider of core
financial institution processing; Symbiosys Technologies provides
consulting services to meet its needs in Banking Domain.
Computer Sciences Corporation provides consulting, systems integration and
design, IT and business process outsourcing, applications software.
AT&T is bringing it all together for our customers, from revolutionary smart
phones to next-generation TV services and sophisticated solutions for multi-
national businesses.
Tekcenture is a leading end-to-end IT solutions provider starting from web
and E-Commerce to CRM, Supply Chain and ERP. Symbiosys Technologies
takes care of entire execution of Tekcenture projects for the Asian sub
continent exclusively.
Cambridge Systems is a professional services organization specializing in
information systems management and IT support. We develop and maintain
web portal for Cambridge Systems.
The Reliance Group is India's largest private sector enterprise, with
businesses in the energy and materials value chain. Group's annual
revenues are in excess of US$ 58 billion. Reliance Industries Limited, is
a Fortune Global 500 company and is the largest private sector company
in India.
Larsen & Toubro (L&T) is a technology-driven USD 11.7 billion
company that infuses engineering with imagination. We offer a wide
range of advanced solutions, services and products.

32. Technip offers the deepest Subsea oil & gas developments to the largest
and most complex Offshore and Onshore infrastructures, it's 25,000
employees are constantly offering the best solutions and most innovative
technologies to meet the world's energy challenges. Presently in 48
countries, Technip has state-of-the-art industrial assets on all continents
and operates a fleet of specialized vessels for pipeline installation and
subsea construction.
Black Cat Engineering and Construction is a leading EPIC Contractor and
most reliable contracting companies in the State of Qatar for the Oil & Gas
Industry.
Kentz is a global engineering specialist solutions provider with 14,000
employees operating in 29 countries worldwide. It has provided specialist
Engineering, Procurement and Construction (EPC) services, Construction,
and Technical Support Services to clients in the energy and resources
sectors for more than 90 years.
Oxford University Press is a department of the University of Oxford and
has played a key role in the University's work since its first published work
in 1586. It is the largest and most successful university press in the world
with offices in fifty countries and publishes more than 6,000 new resources
a year across the academic and educational spectrum.
Cambridge University Press is part of the University of Cambridge. It
furthers the University’s mission by disseminating knowledge in the pursuit
of education, learning and research at the highest international levels of
excellence. Playing a leading role in today’s global market place, we have
over 50 offices around the globe, and distribute our products to nearly every
country in the world.
McGraw-Hill Education partners around the world with students, educators,
administrators and other professionals to deliver engaging, adaptive and
personalized solutions that improve performance and results.
BRANCHES:
 USA
 EUROPE
 INDIA

33. a) VADODARA
b) HYDERABAD
c) VISKHAPATNAM
d) ODISHA
Symbiosys Technologies consists of Annual turn over of 10- 100 crores and
with Employee strength of 251-500.

34. CHAPTER 4 THEORITICAL FRAMEWORK
Organizational culture can be stated as a form of organizational analysis borrowed from
the field of anthropology. Till date, no single universally accepted definition exists;
however, “the term organizational culture generally is accepted as referring to the shared
meanings, beliefs, and understandings held by a particular group or organization about
its problems, practices, and goals. "- RichardKropp, Ecl.D123
Organizational culture can be described as the accepted and patterned ways of behavior
of a given people (overt organizational behavior), body of common understandings
(group and organizational norms) and an organization's way of thinking feeling and
acting (ideology and philosophy).
Organizational Culture is a cognitive framework consisting of attitudes, values, behavioral
norms and expectations shared by Organizational members. Even the Organizations
concerned with identical activities or that provide similar products or services can be very
different from one another. Organizational Culture is the system of shared beliefs and values
that develops within an organization and guides the behavior of its members. The modern
competitive environment demands a better understanding of how an organization's culture
affects its performance.
The study of Organizational Culture and Organizational Learning is of recent origin and is
getting prominence day by day. A strong culture makes the Organization improve its
efficiency by increasing the competitive edge. While talking about Organizational Culture, it
becomes mandatory to understand what 'Culture' as the term actually means.
Culture, while on the one end is described as the set of values and beliefs on the other it is
described as set of symbols, ceremonies and myths that communicate the underlying values
and beliefs of the organization to its employees. Culture persists and is changed or maintained
by virtue of its continual creation through the interaction of organizational members, their
share interpretations and the significance they attach to what occurs.
Culture - being an intangible force directs the cultural values that make organizations special.
Culture plays several important roles in organizations. On one hand, it provides a sense of
identity while on the other; it generates commitment to the organizations' mission. It also
clarifies and reinforces standards of behavior. There is no gain saying that corporate culture
influences organizations' performance. Keeping this in view, it is worth studying culture in
organizations such as professional education institutions and its association with policies and
performance.
'Cultural audits' are taken, these days, by organizations to match culture with future
strategies so as to manage or change the culture in consonance. However, the study of culture

35. is not an easy nut to crack, rather it demands empirically acquired knowledge followed by
critical reviews.
There are almost as many definitions and understandings of culture as people writing about
it.124 At such a time when different people talk about culture, they may or may not mean the
same thing. Some find their definitions rooted in the anthropological bases of rather isolated
societies; to others it is the functional aspect that appeals most to shape culture for the best
results.
The increasing reach of global business and the increased involvement of multinational
companies (MNC) in newly emergent economies necessitate the spotlight to be on management
practices in various parts of the world. In this context, it may be highlighted that the Indian
economy holds a distinguished position among the rapidly developing nations of the world.
Therefore, it is understandable that worldwide changes in the business environment have
hadconsiderable influence on management practices in India (Soumendu Biswas 2009).
India is emerging now as an economically strong power. Other countries are looking India as
industrially developed country. In future there is a possibility that Indian work culture would
serve as a model for rest of the world. In today‟s economic world productivity and
competitiveness through novelty and innovations enables an industry to get and sustain its share
of market. Sound functioning of organization heavily depends on strong organizational culture.
Experts largely accepted the notion that organizational culture is linked with or connected with
positive organizational results. Any organization objective is to achieve the maximum
performance in order to fulfill the expectation of the stakeholders. In the globalised eras the
organizational leaders are confronting with many complex and complicated issues during the
attempts to generate organizational achievement.
There is no guarantee that the culture practiced by the industries brings industrial effectiveness.
But, at the same time there are some cultures which bring concrete results. A situation like this
compels studying the existing culture and redefining the culture if necessary, to help to mobilize
the collective effort to achieve the overall objectives of the organization
KEY LEARNINGS:
The research design used in this study is descriptive research design. Data from
100 people were collected as population study.
Data was collected by survey method through structured questionnaire with close
ended questions.
The primary data was obtained through questionnaire and secondary data from the
company records and through internet.
I have learned the HR policies, roles and responsibilities by the theoretical classes
in the Organization.

36. I have solved some Case Studies of Harvard Business Review, which are given by
the CEO as a task.
I have learned how to manage the difficult interactions with the people in the
Organization,
I have also learned how to develop a Business case by solving the HBR’s Case
Studies.
I have also learned how to assess the mind or psychology of the persons.

37. Chapter 5 Analysis of Data:
Analysis
Symbiosys Technologies
Organizational Culture questionnaire
Name :
sex :
occupation :
Age :
E- Mail :
1. What is your current organizational culture?
a) Clan
b) Adhocracy
c) Market
d) Hierarchy
Category No of Respondents Percent
Clan 20 20%
Adhocracy 30 30%
Market 40 40%
Hierarchy 10 10%
Total 100 100%

38. Interpretation: Out of 100% about 20% of the employees have answered Clan. 30% have
answered Adhocracy. 40% have answered Market and 10% have answered Hierarchy.
20%
30%
40%
10%
Clan Adhocracy Market Hierarchy

39. 2. Do the employees satisfied with your organization culture?
a) Yes
b) No
Category No of respondents Percent
Yes 90 90%
No 10 10%
Total 100 100%
Interpretation: The question here is about the satisfaction of the employee. Out of 100
people 90% of the employees were satisfied as they have answered Yes. But the other 10
% of the employees were not satisfied as they have mentioned No.
90%
10%
YES
NO

40. 3. Do the performances define measure and rewarded?
a) Yes
b) No
Category No of respondents Percent
Yes 85 85%
No 15 15%
Total 100 100%
Interpretation: Here we have asked about the performance appraisal of the employees.
85% of the employees were motivated and appreciated by the organization as they have
selected yes but the other 15% of the employees were not been encouraged as they have
selected No.
85%
15%
YES
NO

41. 4. Did the female and male employees treat equally?
a) Yes
b) No
Category No of respondents Percent
yes 30 30%
No 70 70%
Total 100 100%
Interpretation: By the above analysis of data 70% of the employees have replied No and
30% of the employees have replied Yes. They mean that organization is treating the
female employees more as they providing them more nutritious food for their better
hemoglobin percentage and their welfare.
30%
70%
YES
NO

42. 5. Did Symbiosys manage its technological resources effectively?
a) Yes
b) No
Category No of respondents Percent
YES 75 75%
NO 25 25%
TOTAL 100 100%
Interpretation: By the above analysis of the data we can say that Symbiosis is using its
technological resources effectively as the 75% of the employees have replied Yes and only 25%
of the employees have replied No.
75%
25%
YES
NO

43. 6. Did Symbiosys strongly support staff training and professional development?
a) Yes
b) No
Category No of respondents Percent
YES 83 83%
NO 17 17%
TOTAL 100 100%
Interpretation: Here we can say that Symbiosis was supporting its employees in training
and professional development by the above mentioned data analysis. We can see there the
83% of the employees replied Yes and only 17% of the employees were replied No.
83%
17%
YES
NO

44. 7. How the information and resources allocated and managed?
a) Effectively
b) Non-effectively
c) As usual
Category No of respondents Percent
Effectively 60 60%
Non-effectively 30 30%
As usual 10 10%
Total 100 100%
Interpretation: About 60% 0f the employees have said that the information and resources
allocated and managed by the Symbiosis effectively and 30% of the employees said that it
was non-effective and the 10% of the employees were said that its going on as usual.
60%
30%
10%
Effective
Non- effective
Asusual

45. 8. How does organization regard human resources?
a) Costs
b) Assets
Category No of respondents Percent
Costs 30 30%
Assets 70 70%
Total 100 100%
Interpretation: The Symbiosys regards human resources as Assets mostly by the analysis of the
data. As we can see that 70 % of the employees have answered assets and 30 % of the employees
have answered costs.
30%
70%
Costs
Assets

46. 9. Did the people in the organization participate in decision-making?
a) Yes
b) No
Category No of respondents Percent
Yes 20 20%
No 80 80%
Total 100 100%
Interpretation: There is no active participation of the employees in the Decision making process
of the organization as almost 80% of the employees have answered No and only 20% of the
employees have answered Yes. By this we can say that Symbiosys was not knowing the ideas of
the employees and encouraging them to participate in Decision making process.
20%
80%
yes
no

47. 10. Did the information share equally among all the departments?
a) Yes
b) No
Category No of respondents Percent
Yes 80 80%
No 20 20%
Total 100 100%
Interpretation: By the above mentioned data analysis we can say that the information was
sharing among the employees equally as 80% of the employees have answered yes and other 20
% of the employees have answered no.
80%
20%
Yes
No

48. 11. Did your vision create excitement and motivation for your employees?
a) Yes
b) No
Category No of respondents Percent
YES 75 75%
NO 25 25%
TOTAL 100 100%
Interpretation: 75% of the employees have answered that the vision Symbiosys was
creating excitement and motivation for its employees but other 25% of the employees
were not agreed for this.
75%
25%
Yes
No

49. 12. Do the people here try to make friends to keep their relationships strong?
a) Yes
b) No
Category No of respondents Percent
YES 72 72%
NO 28 28%
TOTAL 100 100%
Interpretation: By the data analysis 75% of the employees have replied that the people
in the Symbiosys were trying to make friendship and keep their relationship strong but the
other 25% were not agreed for this.
72%
28%
yes
No

50. 13. Are the people encouraged to be creative with ideas?
a) Yes
b) No
Category No of respondents Percent
Yes 60 60%
No 40 40%
Total 100 100%
Interpretation: By the analysis of the data we can see here more than half of the
people i,e..,60% were answered that the people in Symbiosys were encouraged to be
creative with ideas but 40% of the employees were replied no for this.
60%
40%
yes
No

51. 14. Do the people take advantage of opportunities for their personal development?
a) Yes
b) No
category No of respondents Percent
Yes 15 15%
No 85 85%
Total 100 100%
Interpretation: We can say that the people in the Symbiosys will not take any advantage
of opportunities for their personal development as 85% of the employees have replied No
and only 15% were replied Yes for this by the above analysis of data.
15%
85%
yes
No

52. 15. Do the management uses the employee feedback for continues growth and development?
a) Yes
b) No
Category No of respondents Percent
Yes 86 86%
No 14 14%
Total 100 100%
Interpretation: By the above-mentioned data analysis, the management uses the employee
feedback for continues growth and development as almost 86% of the employees were agreed for
this but only 14% of the employees were not agreed for this.
86%
14%
yes
No

53. CHAPTER 6 SUMMARY
 Findings:
Overall, the findings are that the organization has a strong culture, which is viewed favorably by
the vast majority of the respondents, and most of the respondents have reported a positive
change in their attitudes towards their jobs as well as towards the organization.
However, there are a few issues as indicated in the employees’ suggestions, that might need to
be looked into, which would help to further improve the organization’s culture and its
effectiveness.
 Majority (53%) of the respondents strongly agreed that they are highly involved in their
work.
 Sizable number (47%) of the respondents strongly agreed that they have ability to manage
their own work.
 Majority (65%) of the respondents agreed that the people they work with are cooperating
to get work done.
 Sizable number (41%) of the respondents agreed that they have good relationship with
other members.
 Half (50%) of the respondents are neutral that their boss consult them on important
matters.
 Majority (56%) of the respondents agreed that the company utilizes their skills and
abilities effectively.
 A good number (39%) of the respondents agreed that their capabilities are viewed as an
important source of competitive advantage.
 Sizable number (44%) of the respondents agreed that their work related suggestions are
valued by the company.
 Half (50%) of the respondents agreed that the organization values diversity.

54.  A good number (35%) of the respondents agreed that there is clear and consistent set of
values in the organization.
 Majority (58%) of the respondents agreed that while disagreements occur they work hard
to achieve “win-win” solutions.
 Sizable number (49%) of the respondents agreed that it’s easy for them to reach solutions
even on difficult issues.
 Sizable number (44%) of the respondents strongly agreed that they feel happy to work
with people from other parts of the organization also.
 Sizable number (46%) of the respondents agreed that it’s easy for them to coordinate with
other departments.
 Sizable number (47%) of the respondents agreed that they respond well for the
organizational changes.
 Sizable number (46%) of the respondents agreed that they continuously adopt to new &
improved ways to do work.
 Sizable number (45%) of the respondents agreed that company’s current activities reflect a
strong focus on clients.
 Sizable number (41%) of the respondents agreed that they are given a real opportunity to
improve their skills in the organization.
 Majority (52%) of the respondents agreed that they view failure as an opportunity for
learning and improvement.
 Sizable number (48%) of the respondents agreed that the organization’s clear mission
gives meaning and direction to their work.
 Half (50%) of the respondents agreed that they are clear with organization’s long term
purpose and direction.
 Sizable number (49%) of the respondents agreed that they have clear idea about the
company’s goal.

55.  Sizable number (48%) of the respondents agreed that they continuously track their
progress against stated goals of the company.
 Sizable number (46%) of the respondents strongly agreed that they have shared vision on
organization’s future.
 Majority (57%) of the respondents agreed that the organization’s vision creates motivation
for them.
 Most of the respondents gave more weight age for the statement “I respond well to the
organizational changes”.
Suggestions:
 In training programmes, practical sessions must receive greater emphasize.
 The management may enhance the frequency of employee’s feedback on their
performance.
 Now, only the employees who belong to committees can participate in decision-making.
The management may encourage all the employees to participate in decision-making
process.

56. Conclusions:
 The study about the organizational culture and behaviour on employees reveals that the
workers were satisfied with their ability, co-operation, team work, involvement,
supervisors, utilization of their skills and rewards etc. They are highly satisfied with the
current culture of SYMBIOSYS TECHNOLOGIES.
 Because of this favourable culture the employees’ show positive behaviours like high
involvement, highly commitment to the organization, highly motivated and highly flexible
to the organizational changes etc.

57. Bibliography
a. Cummings, T. G. and C. G. Worley Organization Development and Change,
Thomson South-Western, Delhi, 2007.
b. DeVellis, R. F. Scale Development – Theory and Applications, Sage Publications,
Newbury Park, 1991.
c. Luthans, F. Organizational Behavior, Irwin / McGraw-Hill, Massachusetts, 1998.
d. Muchinsky, P. M. Psychology Applied to Work – An Introduction to Industrial and
Organizational Psychology, Wadsworth / Thomson Learning, Belmont, CA, 2000.
e. Robbins, S. P. and S. Sanghi Organizational Behavior, Pearson Education, New
Delhi, 2007.
f. David A.Decenzo & Stephen P.Robbins., Human Resources Management, John
Wiley & Sons Inc, Seventh Edition, 2003.
g. Kothari C.R., Research Methodology, Wishwa Prakashan, New Delhi,
1985(Reprint 2003).
h. D. Aaker, V. Kumar, and G. Day - Marketing Research, Singapore, John Wiley &
Sons (ASIA) Pte Ltd, Seventh Edition, 2003.
i. Gilbert A. Churchill, Jr., Marketing Research Methodological Foundations, USA,
The Dryden Press, Fifth Edition, 1991.
j. Richard .I. Levin, David S. Rubin, Statistics for Management, USA, Prentice-Hall,
Inc, Seventh Edition, 2002.
Websites:
www.google.com.
www.symbiosystech.com.

58. ANNEXURE
Symbiosys Technologies
Organizational Culture questionnaire
Name :
sex :
occupation :
Age :
E- Mail :
1. What is your current organizational culture?
a) Clan
b) Adhocracy
c) Market
d) Hierarchy
2. Do the employees satisfied with your organization culture?
a)Yes
b)No
category No of respondents Percent
Yes
No
Total

59. 3. Do the performances define measure and rewarded?
a) Yes
b) No
Category No of respondents Percent
Yes
No
Total
4. Did the female and male employees treat equally?
a)Yes
b)No
Category No of respondents Percent
yes
No
Total
5. Did Symbiosys manage its technological resources effectively?
a)Yes
b)No
Category No of respondents Percent
YES
NO
TOTAL

60. 6. Did Symbiosys strongly support staff training and professional development?
a)Yes
b)No
Category No of respondents Percent
YES
NO
TOTAL
7. How the information and resources allocated and managed?
a)Effectively
b)Non-effectively
c)As usual
Category No of respondents Percent
Effectively
Non-effectively
As usual
Total
8. How does organization regard human resources?
a)Costs
b)Assets
Category No of respondents Percent
Costs
Assets
Total

61. 9. Did the people in the organization participate in decision-making?
a)Yes
b)No
Category No of respondents Percent
Yes
No
Total
10. Did the information share equally among all the departments?
a)Yes
b)No
Category No of respondents Percent
Yes
No
Total
11. Did your vision create excitement and motivation for your employees?
a)Yes
b)No
Category No of respondents Percent
YES
NO
TOTAL
12. Do the people here try to make friends to keep their relationships strong?
a)Yes
b)No
Category No of respondents Percent
YES
NO
TOTAL
13. Are the people encouraged to be creative with ideas?
a)Yes
b)No

62. Category No of respondents Percent
Yes
No
Total
14. Do the people take advantage of opportunities for their personal development?
a)Yes
b)No
category No of respondents Percent
Yes
No
Total
15. Do the management uses the employee feedback for continues growth and
development?
a)Yes
b)No
Category No of respondents Percent
Yes
No
Total