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A

PROJECT REPORT

ON

ORGANIZATIONAL CLIMATE

IN

AXON HOSPITALS PVT Ltd.

MASTER OF BUSINESS ADMINISTRATION

P.AMULYA REDDY

(032080121)

VILLA MARIE PG COLLEGE FOR WOMEN

(AFFILIATED TO OSMANIA UNIVERSITY)

SOMAJIGUDA, HYDERABAD-500082

2008-2010

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DECLARATION

I do hereby declare that the project report entitled ORGANIZATIONAL

CLIMATE at AXON HOSPITALS (P) Ltd. is work of my own and submitted to

VILLA MARIE PG COLLEGE FOR WOMEN, HYDERABAD, and has not been

submitted to any other college or university any time before.

P. AMULYA REDDY

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ACKNOWLEDGEMENT

A large number of individuals have contributed directly and indirectly for this project. I

am thankful to Dr. Philomena (Principal) of Villa Marie PG College for women and

Prof.Abid Ali (Hod) for their constant encouragement and help in the completion of this

study.

I am thankful to Miss Sybil (faculty) and supervisor, without her guidance, inspiration,

her personal interest; it would not have been possible to me to complete this work. Her

scholarly advices, meticulous care unsustained cooperation have been mostly responsible

for the merits of this study.

I would like to thank Mr.Anil Kumar (HR) of Axon Hospitals (P) Ltd. for giving me this

opportunity to undertake project in this company.

I would be failing in my duty if I do not express my gratitude for the ungrudging support,

infinite patience of my family and friends without which this work would have remained

incomplete.

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C O N T E N T S

S.No TOPIC Pg.No

1. INTRODUCTION 8 - 13

Objective of the study 14

Scope 15

Methodology 16 - 17

Limitations 18

Conclusion 19

2. C OMPANY PROFILE 21 - 38

3. REVIEW OF LITERATURE 40 - 44

4. DATA ANALYSIS & INTERPRETATION 46 - 63

5. FINDINGS& SUGGESTIONS 65-68

6. LIMITATIONS 70

7. RECOMMENDATIONS 72 - 74

8. CONCLUSION 76

9. BIBLIOGRAPHY 78

10. ANNEXURE 80 - 85

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INTRODUCTION

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INTRODUCTION

Organizational climate is comprised of mixture of norms, values, expectations,

policies and procedures that influence work motivation, commitment and ultimately,

individual and work unit performance. Positive climate encourages, while negative

climates inhibits discretionary effort. Organizational climate refers to the quality of

working environment. If people feel that they are valued and respected within the

organization, they are more likely to contribute positively to the achievements of the

business outcomes. Creating a healthy organizational climate requires attention to the

factors which influence employees perceptions, including the quality of leadership, the

way in which decisions are made and whether the efforts of employees are recognized. In

fact Climate may be thought of as the perceptions of the characteristics of an

organization.

Climate for an organization is somewhat like the personality for a

person. Just as every individual has a personality that makes each person unique, each

organization has an organizational climate that clearly distinguishes its personality from

other organization. Every organization is different and has a unique feeling and character

beyond its structural characteristics. Thus every organization deals with its member in a

distinct way through its policies on allocations of resources, communication pattern,

reward and penalty, leadership and decision making style, etc. The organizational policy

and conviction with regard to all these and a cluster of other related activities influence

the feelings, attitudes and behavior of its members and results in the creation of the

unique organizational climate.

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The content of organizational climate has varied widely and they include almost

all the important aspect of organizations such as structure, communication, leadership,

Conflicts, reward system, inter personal relationships organizational effectiveness,

reasonability and so forth. It has been pointed out that the contents of the climate

constructed by various researches overlap wit many other major concepts in

organizational behavior Glick, 1985). Such overlaps seems to have promoted researchers

to raise the question how the concept of climate is different from other organizational

variables, especially, structure and job satisfaction.

Impact of Organizational Climate

Organizational climate has a major influence on human performance through its impact

on individual motivation and job satisfaction. It does this by carrying certain kinds of

expectancies about what consequences will follow from different actions. Individuals in

the organization have certain expectations and fulfillment of these expectations depend

upon their perception as to how the organizational climate suits to the satisfaction of their

needs. Thus organizational climate provides a type of work environment in which

individuals feels satisfied or dissatisfied. Since satisfaction of individual goes a long wayin determining his efficiency, organizational climate can be said to be directly related

with his performance in the organization.

Affects Motivation, Productivity and Job satisfaction:

Organizational climate can have a major influence on motivation, productivity and job

satisfaction. Climate determines the action and it creates few expectations as to

consequences.

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Employees expect certain rewards, penalties, satisfaction or frustrations based on the

organizational climate and their expectations tend to lead to motivation as said in

expectancy theory.

Contingency Relationship:

There is a contingency relationship between climate and the organization. The

climate of an organization is contingent upon the type of employees. The type related to

employees education like technical workers, knowledge workers. For example, research

institutes certainly want a climate different from that of a workshop or an office.

Social System:

Organizational climate represents the entire social system of a work-group. It is

clearly a system concept. There are two important aspects of climate: (1) workplace itself

and (2) Personal treatment of Management. If employees feel satisfied while at work and

if climate provides a sense of personal worth, it can be assumed that in that organization

is favorable. Employees expect the management to feel and care about their needs and

problems. If these two are favorable a good climate prevails in the organization.

A high level of organizational climate is necessary for the development of organization.

Good climate attracts good and efficient to the organization, who contribute to the

productivity of the organization.

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DIMENSIONS OF ORGANIZATIONAL CLIMATE:

Organizational climate have used data relating to individual perception of

organizational properties in identifying organizational climate.

Denison (1996) argues that developing a universal set of dimensions was often the central

issue of the climate researchers so that comparative studies could be made possible in

different organizational settings.

He compared this approach to that of the culture research that used a post-modem

perspective which examined the qualitative aspects of individual social contexts where

each culture that was seen as unique and was not expected to have generalisable qualities

which had become central to the climate research.

Jones and James (19790 argued that one of the assumptions of the climate literature is

that a relatively limited number of dimensions could characterize a wide cross-section of

social settings. Jones and James labeled their factors as follows:

Conflict and ambiguity, which reflected perceived conflict in organizational goals

and objectives, combined with ambiguity of organizational structure and roles, a lack of

interdepartmental cooperation, and poor communication from management. Also

included were poor planning, inefficient job design, a lack of awareness of employee

needs and problems, and a lack of fairness and objectivity in the rewards process.

Job challenge, importance and variety, which reflected a job perceived as

challenging, which involve a variety of duties, including dealing with other people. The

job was seen as providing autonomy and feedback, and demanding high standards of

quality and performance.

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Leader facilitation and support, which reflected perceived leader behaviors such as

the extent to which the leader was seen as helping to accomplish work goals by means of

scheduling activities, planning, etc., as well as the extent to which he was perceived as

facilitating interpersonal relationships and providing personal support.

Workgroup cooperation, friendliness, and warmth, which generally described

relationships among group members and their pride in the workgroup.

Professional and organizational esprit, which reflected perceived external image and

desirable growth potential offered by the job. Also included were perceptions of an open

atmosphere to express ones feelings and thoughts, confidence in the leader, and

consistently applied organizational policies, combined with nonconflicting roles

expectations and reduced job pressure.

Job standards, which reflected the degree to which the job was seen as having rigid

standards of quality and accuracy, combined with inadequate time, manpower, training

and resources to complete the task.

Perception of organizational climate experienced play important role as far as the

attitudes towards employees of the manufacturing industries are concerned. Internal

environment or organizational climate exerts direct influence on the behavior of the

members (Linsel and Moss-1974). Forehand and Glimmer (1964) have described

organizational climate as a set of characteristics (a) that describes an organization and

distinguishes one organization from another, (b) are relatively enduring over time, and (c)

influence the behavior of people in the organization. On the other hand, Baumgartner

(1971) views organizational climate to be a product of leadership practices,

communication practices, and enduring and systematic characteristics of the working

relationships among persons and divisions of any particular organization.

All these show that organizational climate is a vital factor in any organization. The better

the climate prevailing, the better will be its performance

The concept of culture has become increasingly popular among the practitioners and

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organization theorists during the last two decades. Organizational culture is one of the

most popular concepts in the field of management and organization theory in terms of its

plurality of theoretical perspectives (Martin, 1992) and utilization of this concept in more

than one discipline (Harris and Ogbonna, 1999). However this is not to infer that there is

consensus on the meaning and relevance of the concept. On the contrary, there is a

widespread disagreement on the definition and conceptualization of organizational

culture.

Work culture has been defined by several authors. But the definition given by Jai

B.P.SINHA (Sinha, 1990) is considered by far the broadest. According to Sinha, Work

culture means work related activities and the meanings attached to such activities in the

framework of norms and values regarding work. These activities, norms, and values are

generally (but not always) contextualized in an organization. An organization has its

boundaries, goals and objectives, technologies, managerial practices, material and human

resources as well as constraints. Its employees have skills, knowledge, needs and

expectations. These two sets of factors organizational and organismic-interact, and over

time establish roles, norms and values pertaining to work. It is this totality of the various

levels of interacting factors around the focal concern for work which is labeled as work

culture.

To sum up, work culture refers to the norms, values, attitudes, ideologies and

involvement of the people in the organization. Work culture in an organization is shaped

(a) partly by the culture of the society (its norms, values, and ways of doing things) in

which it functions and (b) partly by its internal management involving people (decision-

making, motivation, etc. through participation) which reflects the nature of organizational

climate prevailing in an industrial unit.

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OBJECTIVE OF THE STUDY

Improved organization performance through the development of people.

Increased co-operation & teamwork within and across all levels of theorganization.

Increased commitment to do a good job and improved quality performance.

Increased commitment to the values and goals of the organization.

The anchoring of the development of a quality organization.

Increased flexibility and responsiveness as the organization moves away

from hierarchal, bureaucratic structures.

Easier introduction & development of new technology and of new

Competitive systems.

Increased worker satisfaction as a result of better jobs & organizational

environment.

Increased opportunities for personal learning and growth

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SCOPE OF THE STUDY

The scope of this study confined to Axon Hospitals, Hyderabad.

This study will give a brief picture of human side of the employees to know the

level of climate prevailing in the organization.

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RESEARCH METHODOLOGY

RESEARCH DESIGN:

The study is descriptive research study. The main purpose of descriptive

research is description of the state of affairs as it exists at present. In the present study,

descriptive method is used to study the prevailing organizational climate.

DATA COLLECTION METHOD:

The primary data was collected through a well structured questionnaire

with close-ended questions measures at 5-point likert type scale and suggestion questions.

Secondary data required for the project was collected from the company records.

SAMPLING PLAN:

Simple convenience sampling method is used. Sample size consists

of 100 respondents.

STATISTICAL TOOLS:

Simple percentage analysis and tabulation is used to analyze the data. Pie

diagram is used to give pictorial representation to the analysis. The following test was

used for the study.

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PERCENTAGE ANALYSIS:

Percentage refers to a special kind of ratio. Percentage is used in making

comparison about two or more series of data. Percentage is also used to describe

relationship. It is also used to compare the relative terms dx of two or more series of

data.

Formula:

Number of respondents

x 100Total no. of respondents

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LIMITATIONS OF THE STUDY

Though adequate care has been taken while doing the project, this project

has suffered from certain limitations. They are:

The entire staff was not taken for the purpose of the study.

The information provided was not totally accurate. Biased answers were given.

Some people are reluctant to answer and could not spend much of the time.

The analysis done is totally based on the data collected.

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COMPANY PROFILE

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AXON HOSPITALS PVT Ltd.

.

Company Overview:

Axon Hospital is a unit of Sri Venkateswara Neuro & Superspeciality Hospitals

Pvt Ltd. It is an organization started with a noble aim of serving the population in the

fields of neurosciences and Cardiology.

Axon Hospitals is located in the heart of the city in a prime locality at S.R Nagar,

Bombay highway. The locality is thickly populated with around 20 Lakhs population

distributed within 5 km radius. The population comprise of middle class, upper middle

class and higher income group with good financial affordability, literacy and health

awareness.

In this area more than 2000 qualified medical practitioners, 500 nursing homes, 20

multispeciality hospitals, 5 superspeciality hospitals are providing services to the public.

These medical centers are in desperate need of Neuro-Cardiac centers to provide tertiary

care in these fields. There are around 5 to 10 accidents taking place on the highway with

polytrauma and neurosurgical injuries. The best accessibility of our institute ensures

prompt medical and surgical tertiary level services to these patients



distributed within 5 km radius. The population comprise of middle class, upper middle

class and higher income group with good financial affordability, literacy and health

awareness.

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In this area more than 2000 qualified medical practitioners, 500 nursing homes,

20 multispeciality hospitals, 5 superspeciality hospitals are providing services to the

public. These medical centers are in desperate need of Neuro-Cardiac centers to provide

tertiary care in these fields. There are around 5 to 10 accidents taking place on the

highway with polytrauma and neurosurgical injuries. The best accessibility of our

institute ensures prompt medical and surgical tertiary level services to these patients

WHO statistics suggest an emerging epidemic of cerebrovascular and cardiovascular

diseases. Increase in stress levels in the city and town population had increased the

dyslipidemia and obesity. These risk factors form the strong pillars which are common

for cerebrovascular accidents and coronary artery disease. Increase in rash driving,

alcoholism and traffic lead to increased incidence of road traffic accidents. Call centers,

night shifts, monthly targets in soft ware industries, heavy industries, family and

professional stress have increased the incidence of insomnias, chronic headaches,

Psychiatric diseases.

All the above mentioned problems are perinneal in incidence, chronic and highly

prevalent and have common and cumulative risk factors. Due to these factors the numberof neurology and cardiology patients is multiplying. The urbanization and migration of

population to cities have exponentially increased the patients but no significant increase

in Neurocardiac teams. Twin Cities population have crossed one crore but the Super

specialist doctors in the fields of Neuro and Cardiology fields is less than 1 per a Lakh

population. The Neuro and Cardiac care teams which can provide 24 X 7 services and

can handle medical surgical emergency at any point of day or night are desperately

needed.

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Axon Hospitals (Neuro-Trauma and Stroke Institute) and its medical services:

Axon hospitals is a first of its kind in AP dealing exclusively with medical and surgical

emergencies in the fields of Neurology, Neurosurgery, Orthopedics, Traumatology,

critical care, Anesthesiology, Radiology and Cardiology . It stands out to be the only

Neuro and Cardiac centre in Hyderabad which provides 24 hr and prompt services in

dealing with Neuro and Cardiac emergencies with short window period. The location of

the institute in the heart of the city makes it highly accessible to stroke patients to reach

medical team with in the golden period of hours so that Thrombolysis can be done in

needful patients. Axon hospital is also an academic Institute which has medical education

and research as one of its prime objective. The involvement of more than one senior

consultant as promoters in each department helps in organizing good academics and teamwork to provide tertiary level care. Its Neuro and Cardiac team comprise of highly trained

medical and paramedical staff to manage critically ill patients.

Geographical advantage to our Institute:



distributed within 5 km radius. The population comprise of middle class, upper middleclass and higher income group with good financial affordability, literacy and health

awareness.

In this area more than 2000 qualified medical practitioners, 500 nursing homes, 20

multispeciality hospitals, 5 superspeciality hospitals are providing services to the public.

These medical centers are in desperate need of Neuro-Cardiac centers to provide tertiary

care in these fields. There are around 5 to 10 accidents taking place on the highway with

polytrauma and neurosurgical injuries. The best accessibility of our institute ensures

prompt medical and surgical tertiary level services to these patients.

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Axon Hospitals and its Infrastructure:

Axon Hospitals has a state of infrastructure with complete automated equipment in

neuroimaging with 1.5 T MRI, spiral CT, Digital X-ray, Color Doppler, pathology,

hematology.

Axon Hospital is 5 storied building with 45000sft area. It has 12 spacious consultation

chambers for specialists and Super specialist. It has a huge waiting hall for only 200

people distributed over 2 floors. It has a 10 beds fully equipped 10 bedded casualty.

There is a 40 bed ICU (Neuro ICU, AMC, and NSICU) equipped with central Oxygen,

Ventilators, monitors, central monitoring system, central suction, and closed circuit

cameras; there are 3 fully equipped Operation Theatres with best antiseptic precautions

and sterilized and medical waste disposals. Axon hospital has one complete floor

allocated for cardiology with cardiac ICU, Cath Lab and CT OT.

There are 100 beds allocated for noncritically ill patients distributed in 20

independent super deluxe and deluxe rooms, 15 sharing rooms, and in male and female

general wards.

To maintain, assist, and enhance life. To give back the will to live. To put back the joy

into living. These are the principles that back Team Axon in ensuring patient

delight. Relentless research, continuous learning and quality medical practice help us in

achieving this.

Centers of Excellence

Centre for Neurosciences, Trauma and Orthopedics

Centre for Gastroenterology & Liver

Centre for Kidney and Urological Disorders

Centre for Heart & Lung Disorders

Centre for Cancer & Blood Disorders

Centre for Minimally Invasive Surgery, Bariatric Surgery & Robotics

Centre for Critical Care & Nutrition

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Some unique features include a Center for Movement Disorders. A Sleep Lab and an

Epilepsy program that offers an in-patient unit with 24-hour video EEG monitoring for

patients with seizure disorders.

Areas of Expertise

Cerebrovascular Disorders

Epilepsy

Peripheral Nerve Disorders

Complex Spinal Surgery

Skull-base Tumors

Movement Disorders Pediatric Neurosurgery

Computer-assisted Stereotactic Neurosurgery

X-Knife Radiosurgery provides stereotactic radiosurgery and stereotactic radiotherapy as

treatment options for some patients with brain tumours.

Trauma Service

Trauma Care, a priority at AXON Hospitals is supported by state-of-the-art Accident and

Emergency services, hi-end equipment in the Laboratory, Radiology, Physiotherapy and

Rehabilitation units and a multispecialty team of doctors and surgeons. 14 fully equipped

OTs on par with international standards manned by well-trained personnel function

round-the-clock to help care for the multitraumatised patients. Specialised interests

include surgical management of lower extremity trauma and pelvic injuries.

Spine Care Unit

A Spine Clinic has been setup to address all spine problems including skeletal deformity

correction. State-of-the-art care is offered for patients with spinal disorders including

degenerative problems, spinal instability, tumours of the spine and spinal cord, vascular

malformations and congenital anomalies. Computer-assisted Stereotactic Spine Surgery

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(neuro navigation) and Minimally Invasive surgical options are available for select

conditions.

Comprehensive Orthopedic Care

Backache Unit

Total joint replacement surgery is a specialty service available at AXON Hospitals

Pediatric Orthopedics

Orthopedic problems afflicting infants and children are varied, multiple and complex.

AXON pediatric orthopedic surgeons provide care to children and teens suffering from

neuromuscular conditions, spine deformities, congenital anomalies and acute orthopedic

conditions. Our staff also cares for children and teens who sustain complicated fractures

or injuries.

AXON Hospitals treats acute and degenerative conditions that affect the spine and joints.

The Orthopedic Care Center offers patients the most advanced techniques and treatment

to manage and resolve spinal and orthopedic conditions.

Institute of Orthopedics: The Orthopedic Center at AXON Hospitals is the result of

careful and considered planning with the patient's comfort and convenience in mind.

Orthopedic TeamThe Orthopedic team is composed of respected physicians specializing in orthopedics,

neurosurgery and spinal surgery who work in concert with our multi-disciplinary clinical

staff of specialty nurses, other healthcare professionals to provide patients the

comprehensive care they need with a patient centered philosophy.

Gastroenterology

Department of Minimal Access, Gastrointestinal & Bariatric Surgery

The Department of Minimal Access, Gastrointestinal and Bariatric Surgery are a part of

the Institute of Liver and Digestive Diseases at AXON Hospitals.

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The Department specialises in the treatment of various gastrointestinal diseases using

minimal access surgical technology. The state-of-the-art treatment method offers a range

of benefits to the patients in terms of comfort, convenience and cost, such as:

Minimal injury to the tissues

Less post-operative pain

Reduced hospital stay

Minimal blood loss

Reduced post-operative complications

Small invisible scars

Early return to work

As a tertiary care multispecialty hospital, BGS is equipped with post-modern equipment

and facilities to treat the whole set of gastrointestinal diseases and conditions.

Advanced Procedures

Laparoscopic Hernia Surgeries

Diagnostic Laparoscopy

Laparoscopic Cholecystectomy

Laparoscopic Appendectomy

Laparoscopic Staging/Biopsy

MIPH for Piles

Basic Procedures

Inguinal Hernia

Umbilical Hernia

Para umbilical Hernia

Incisional Hernia

Diaphragmatic Hernia

Lumbar Hernia

Femoral Hernia

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Other Hernias

Laparoscopic Upper

Gastrointestinal Surgeries

Fundoplication

Heller's Cardiomyotomy

Esophagectomy

Gastrectomy

Gastrojejunostomy

Highly Selective Vagotomy

Laparoscopic Small Bowel Surgeries Adhesiolysis

Resection and Anastomosis

Ileostomy

Laparoscopic Hepatobiliary Surgeries

CBD Exploration

Choledochoduodenostomy

Choledochojejunostomy

Choledochalcys Excision

Department of Cardio (Institute of Cardiac Sciences)

In tune with our mission, at AXON Hospitals, we look at heart care with a holistic

perspective that goes beyond superior diagnostic and treatment procedures to post-

treatment management and preventive cardiology.

A premier lineup of world-class diagnostic methods and procedures helps us assess heart

ailments precisely.

2-D Echocardiography

Treadmill Test

64 Slice Cardiac CT scan

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Holter Monitoring Set

Treatment Procedures

AXON Hospitals offers the following treatment procedures:

Coronary Angiography

Coronary Angioplasties

Peripheral Angiography

Peripheral Interventions

Balloon Mitral Valvotomy

Balloon Pulmonary Valvotomy

Balloon Aortic Valvotomy

Device Closure of Septal Defects

Pacemaker Implantations

Automotive Implantable Cardioverter Defibrillator

(AICD)

Radial Approach to Coronary Procedures

We are one among the very few hospitals to have almost completely adopted the radial

approach to perform various invasive coronary procedures. This approach calls for

guiding pre-shaped catheters to the relevant coronary artery through the radial artery

located in the wrist.

The radial access option is rapidly replacing the conventional femoral access approach

owing to the relative advantages it provides in managing patients. The approach cuts

down the chances of certain common post-procedure complications, even with patients

with non-conducive conditions. Importantly, the radial approach happens to be most

beneficial to the patients in terms of reduced pain, discomfort, hospital stay, cost and of

course, a drastically reduced incidence of complications.

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Radial Lounge

After the radial coronary procedure, patients spend few hours relaxing in a specially

designed radial lounge before being discharged the same day, making it virtually an

outpatient procedure.

Preventive Cardiology

We strongly believe in the popular saying prevention is better than cure. We are

committed and are working on quite a few unique initiatives to facilitate awareness about

the risk factors and proven preventive methods. One of them is a 'Cardiac Check andCare' package - for those with primary symptoms or with greater risk factors. This

involves all primary checks and extended diagnostics on a need basis followed by

educative instructions on preventive techniques and management.

Center for Cancer and Blood Disorders

Surgical Oncology

General Surgical Oncology & Sub-Specialities

Gastrointestinal

Neurosurgery

Thoracic

Urology

Bone/Soft Tissue

Head and Neck

Breast

Reconstructive Surgery

Oral & Maxillofacial Surgery

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Medical Oncology

Diagnosis, evaluation and treatment of all malignant disorders.

Blood Cancer (Leukemias)

Lymphomas

The specialized day care Chemotherapy unit enables Oncologists to administer effective

and safe Chemotherapy.

Radiation Treatment Center

Image Guided Radiation Therapy (IGRT)

Stereotactic Radiation Therapy (SRT)

StereotacticRadiosurgery(SRS)

IMRT

Brach therapy

Since there's more to cancer treatment than just radiation, the Center has enlisted the

support of voluntary organisations to address patients' financial and emotional concerns.

Facilities

Laboratory Services

Radiology & Imaging

BloodBank/TransfusionMedicine

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24-hr Pharmacy

Diagnostic Services

The main focus areas of the Hospital have the backing of comprehensive and state-of-the-

art Radiology / Imaging and Laboratory services with Immunology and Transfusion

Medicine. The Apheresis unit enables the drawing of selective blood components from

donors.

The laboratory offers a gamut of services to support the tertiary care services in the

Hospital. These include Clinical Bio-Chemistry. Haematology, Histopathology and

Microbiology. The facilities feature random access clinical chemistry analyzers, a fully

automated chemilumiscence system, electrophoresis sysetem, fully automated five part

differential cell counter, automated and semi automated ELISA processors, automated

blood culture and a TB culture system.

The imaging infrastructure sports a PET scan, 1.5 Tesla MRI, 64 Slice Lightspeed VCT

Cardiac Scanner and ultrasound machines.

Axon Hospitals, a unique organization

Unlike any other major corporate hospital, the vital aspect of the axon hospital is

that it is promoted by the working team of doctors and non medical investors. They are

the investors and responsible persons for the smooth running of the organization. This

ensures the responsibility of the organization for its patients, their services, and health not

only in medical field but also in paramedical, nursing and comfort levels of patients.

Vision

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To become leading service provider in hospital industry and consistently exceed

the peoples expectations.

Mission

To increase the overall productive service.

To achieve zero patient complaint status.

To consistently upgrade and improve the systems to enhance the service.

Public satisfaction.

HRD Policy

To establish sound education system for imparting to all employees at all levels there by

enhancing knowledge and skill to perform their job letter and to accomplish organization

goals which ultimately end in customer delight.

About Axon Hospitals

Medical Departments Available In the Hospital

Neurology

Neurosurgery

Neuropsychiatry

Polytrauma

Orthopedics

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Shift-general 10.00 am to 6.00 pm

Appraisal

For every six months i.e., in April and October

Contact Address:

AXON HOSPITALS,

# 8-3-215, Srinivasanagar colony (west), S.R.Nagar,

Hyderabad 500038.

Phone: 040-44505555 to 44505584.

Fax: 040-44505585.

Web-site: www.axonhospitals.com

E-mail:[email protected]

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REVIEW OF

LITERATURE

REVIEW OF LITERATURE

Organizational climate is a relative enduring characteristic of an organization which

distinguishes it from other organization: (a) and embodies members collective

perceptions about their organization with respect to such dimensions as autonomy, trust,

cohesiveness, support, recognition, innovation and fairness: (b) is produced by members

interaction; (c) serves as a basis for interpreting the situation; (d) reflects the prevalent

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norms, values and attitudes of the organizations culture; and (e) acts as a source of

influence for shaping behavior. (Moran and Volkwein, 1992, p.2)

Francese (1993) who examined the effect of climate in service responsiveness; Meudell

and Gadd (1994) who studied climate and culture in short life organizations; and Vallen

(1993) who was concerned about organizational climate and service staff burnout.

Organizational climate has much to offer in terms of its ability to explain the behavior of

people in the workplace. Ashforth (1985, p. 838) put forward the view that climate has

the potential to facilitate a truly integrative science of organizational behavior,. Schneider

later discussed in terms of:

The atmosphere that employees perceive is created in their organizations by practices,

procedures and rewards Employees observe what happens to them (and around them)

and then draw conclusions about the organizations priorities. They then sit their own

priorities accordingly. (Schneider, 1994, p. 18)

Schneider, Brief and Guzzo (1996, p.9) argue that sustainable organizational change is

most assured when both the climate what the organizations, members experience and

the culture what the organizations members believe the organization values change.

Early Formulations of the climate construct

The concept of climate can be traced back to the work of Lewin, Lippitt and White

(1939) and a work entitled Patterns of aggressive behavior in experimentally created

social climates (Denison, 1996; Schneider, 1990). The Lewin et. Al. (1939) study

investigated the relationship between leadership style and climate, a factor that has

remained central to the concept, Joyce and Slocum (1982) trace the concept back to the

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studies of Koffka (1935) on behavior environment; Lewins (1936) study on life

space; and Murrays (1938) work on organizational climate. Lewins (1951) approach

to climate was conceptualized by the relationship between individuals, their social

environment and how that is set in a framework. Lewin expressed this in terms of simple

equation:

B = f (P.E.) in which B = Behavior, E= Environment, and P = the person

It is clear from Lewins equation that the concept of climate takes a psychological

approach, focusing upon the individual and seeking to understand the cognitive processes

and behavior. Lewins conceptualization of the theory provides the underpinnings of

many studies and approaches to climate research.

Three approaches to the climate construct

James and Jones (1974) conducted a major review of the theory and research on

organizational climate ad identified climate in three separate ways that were not mutually

exclusive, (a) multiple measurement organizational attribute approach, (b) perceptual

measurement organizational attribute approach, and (c) the perceptual measurement

individual attribute approach.

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In the multiple measurement organizational approach james and jones cite forehand and

Gilmer (1964) as defining organizational climate as a defining organizational climate as

a set of characteristics that describe an organization and that (a) distinguish the

organization from other organizations (b) are relatively enduring over time, and (c)

influence the behavior of people in the organization.

Schneider and Bartlett (1968) had proposed four organizational climate dimensions,

Individual autonomy: based on the factors of the individual responsibility, agent

Interdependence, rules orientation and opportunities for exercising individual

initiative.

The degree of structure imposed upon the position: based on the factors of

structure, managerial structure and the closeness of supervision.

Reward orientation: based upon the factors of reward, general satisfaction,

promotional-achievement orientation, and being profit minded and sales oriented.

Consideration, warmth and support: based upon the factors of managerial support,

nurturing of subordinates and warmth and support.

In reviewing psychological climate as a set of perceptually based, psychological

attributes Jones and James (1979) noted that the process reflected the developments that

had occurred in the conceptualization of climate and the nature of its major influences.

They propose that psychological climate:

(a) refers to the individuals cognitively based description of the situation;

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(b) involves a psychological processing of specific perceptions into more abstract

depictions of the psychologically meaningful influences in the situation;

(c) tends to be closely related to situational characteristics that have relatively direct

and immediate ties to the individual experience; and

(d) is multidimensional, with a central core of dimensions that apply across a variety

of situations(through additional dimensions might be need to better describe

particular situations. (Jones and James, 1979, p.205)

Schneider and Hall (1972) describe climate as a global perception held by

individuals about their own organizational environment.

Schneider and Snyder (1975) further clarified the approach by defining climate as a

summary perception which individuals form of (or about) an organization. For them it

is a global impression of the organization.

Development of Climate Instruments

Current instruments include Patterson, Payne and west (1996) Business Organization

Climate Index that consists of 28 item scales however only eight were used because of

the length. Kozlowski and Dohertys (1989) instrument uses 55 measures consisting of

11 sub-scales that overlap with Jones and James (1979). Joyce and Slocum (1982) used

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the same measures as Pritchard & Karasick (1973) with 10 dimensions that were factor

analysed and reduced to six. Drexlers (1977) survey of operations that was based upon

Taylor and Bowers (1972) a composite of several other instruments. Likerts (1976)

profile of organizational characteristics.

Ryder and Southey (1190) used the James and Jones (1979) questionnaire as the basis

for their instrument which they applied to employees with a large public building

construction and maintenance authority in Australia.

Modifications to the original instrument were threefold, consisting of modifications to the

wording, scaling and presentation format. Ryder and Southey judged the scaling of the

original instrument to be unsatisfactory.

Climate researchers typically placed greater emphasis on organizational members

perceptions of observable practices and procedures that are closer to the surface of

organizational life and categorization of these practices and perceptions into analytic

dimensions defined by the researchers. (Denison, 1996, pp. 621 622). The studies have

claimed that climate has a considerable impact upon organizational effectiveness.

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DATA ANALYSIS &

INTERPRETATION

1. My working area is a safe working environment

a) Strongly disagree

b) Disagree

c) Neutral

d) Agree

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e) Strongly agree

Strongly

disagree

Disagree Neutral Agree Strongly agree

2 3 5 75 15

Strongly

disagree

Disagree

Neutral

Agree

Strongly agree

Inference: From the above fact it is clear that majority of the respondents, i.e., 15

employees strongly agree, 75 employees agree that their environment is safe for working.

And 5 employees have no opinion, while 3 disagree and 2 employees strongly disagree.

2. I am satisfied with my working conditions and they are up to my expectation.

)a Strongly disagree)b Disagree

)c Neutral

)d Agree

)e Strongly agree

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Strongly

disagree


0 8 4 63 25

Strongly

disagree

Disagree

Neutral

Agree

Strongly agree

Inference: From the above fact it is clear that 25 employees strongly agree, 63

employees agree that their working area is clean and comfortable with necessary

equipments, 8 employees disagree and 4 employees have no idea.

4. Management pays careful attention to my suggestion.

)a Strongly disagree

)b Disagree

)c Neutral

)d Agree

)e Strongly agree

Strongly

disagree


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2 2 2 64 10

Strongly

disagree

Disagree

Neutral

Agree

Strongly agree

Inference: From the above result it is clear that, 10 respondents strongly agree, 64 agree

that management pays attention to their suggestion. And 2 employees have no opinion,

while 2 employees disagree and 2 employees strongly disagree.

5. Management keeps my department adequately informed about what is going on inthe company.


b) Disagreec) Neutral

d) Agree

e) Strongly agree

Strongly Disagree Neutral Agree Strongly agree

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disagree

1 1 0 69 29

Strongly

disagree

Disagree

Neutral

Agree

Strongly agree

Inference: From the above result it is clear that 29 respondents strongly agree, 69 agree

that management keeps their department adequately informed about the company. And

one employee disagrees while 1 employee strongly disagrees.

6. Management has a good understanding of what goes on in my department.


b) Disagree

c) Neutral

d) Agree

e) Strongly agree

Strongly

disagree


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disagree

5 6 4 70 15

Strongly

disagree

Disagree

Neutral

Agree

Strongly agree

Inference: From the above result it is clear that majority of the employees respond that

they receive respect from the management, 15 employees strongly agree, 70 employees

agree. And 4 employees have no opinion, 6 employees disagree and 5 employees strongly

disagree.

8. I know what is happening in other parts of my company


b) Disagree

c) Neutral

d) Agree

e) Strongly agree


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disagree

3 2 5 63 27

Strongly

disagreeDisagree

Neutral

Agree

Strongly agree

Inference: From the above graph it is clear that 27 employees strongly agree, 63 agreethat they know what is happening in the other parts of the company. And 5 employees

have no opinion,2 employees disagree while the other 2 employees strongly disagree.

9. My company encourages me to help in developing improved work processes.


b) Disagree

c) Neutrald) Agree

e) Strongly agree


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disagree

5 3 5 60 27

Stronglydisagree

Disagree

Neutral

Agree

Strongly agree

Inference: From the above result it is clear that majority of the respondents, i.e., 27

employees strongly disagree,60 employees agree that the company encourages them to

help in developing work processes.

10. I am recognized for my good work.


b) Disagreec) Neutral

d) Agree

e) Strongly agree


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2 3 5 60 30

Strongly

disagree

Disagree

Neutral

Agree

Strongly agree

Inference: From the above result it is clear that 30 employees strongly agree, 60

employees agree that they receive appropriate feed back about their performance. And 5

employees have no opinion, 3 employees disagree and 2 strongly disagree.

12. I am satisfied with the pay and benefit I receive.


b) Disagree

c) Neutral

d) Agree

e) Strongly agree

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Strongly

disagree


5 2 3 68 22

Stronglydisagree

Disagree

Neutral

Agree

Strongly agre

Inference: From the above result it is clear that 22 employees strongly agree, 68employees agree that they are satisfied with the payment and benefits received. And 3

employees have no opinion,2 employees disagree while the 5 employees strongly

disagree.

13. I receive adequate training relevant to my job.


b) Disagree

c) Neutral

d) Agree

e) Strongly agree

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Strongly

disagree


3 3 2 70 22

Strongly

disagree

Disagree

Neutral

Agree

Strongly agree

Inference: From the above result it is clear that majority of the employees respond

positively, i.e., 22 employees strongly agree, 70 employees agree that they receive

adequate training relevant to their job. And 2 employees have no opinion,3 employees

disagree and 3 employees strongly disagree.

14. I feel stress in my job.


b) Disagree

c) Neutral

d) Agree

e) Strongly agree

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Strongly

disagree


68 20 2 5 5

Stronglydisagree

Disagree

Neutral

Agree

Strongly agree

Inference: From the above chart it is clear that, 68 employees strongly disagree, 20

employees disagree that they feel stresses at their job. And 2 employees have no opinion,

5 employees agree and other 5 employees strongly agree.

15. I think my work is over loaded.


b) Disagree

c) Neutral

d) Agree

e) Strongly agree

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Stronglydisagree


70 20 5 3 2

Strongly

disagree

Disagree

Neutral

Agree

Strongly agree

Inference: From the above chart it is clear that, 70 employees strongly disagree, 20

employees disagree that their work is over loaded. And 5 employees have no opinion,3

employees agree and 2 employees strongly disagree.

16. I am willing to put in extra effort when necessary.


b) Disagree

c) Neutral

d) Agree

e) Strongly agree

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Strongly

disagree


2 2 5 60 31

Strongly disagree

Disagree

Neutral

Agree

Strongly agree

Inference: From the above result it is clear that 31 employees strongly agree, 60

employees agree that they are willing to put in extra effort when necessary. And 5

employees have no opinion, 2 employees disagree and remaining 2 employees strongly

disagree.

17. I am loyal to my company.


b) Disagree

c) Neutral

d) Agree

e) Strongly agree

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Strongly

disagree


5 5 5 60 25

Strongly disagree

Disagree

Neutral

Agree

Strongly agree

Inference: From the above chart it is clear that majority of the employees are loyal to the

company, 25 employees strongly agree, 60 employees agree. And 5 employees have no

opinion, 5 employees disagree and remaining 5 employees strongly disagree.

18. I recommend my company as the best place to work to others.


b) Disagree

c) Neutral

d) Agree

e) Strongly agree

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Strongly

disagree


3 2 3 62 30

Strongly disagree

Disagree

Neutral

Agree

Strongly agree

Inference: From the above result it is clear that majority of the employees respond

positively, i.e., 30 employees strongly agree, 62 employees agree that they recommend

the company as the best place to work to others. 3 employees have no opinion, 2

employees disagree while the remaining strongly disagree.

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FINDINGS

FINDINGS

Majority of the employees are satisfied with the work assigned to them however

there exists a little dissatisfaction.

Basic characteristics that can be linked to enhance performance by individuals or

teams should be appreciated in order to get better results.

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Employees get motivated when they are given an opportunity to utilize their

skills.

There should be more progress rewards so that the employees are benefited aswell as the company.

There should be a little effort to either improve the physical environment by

shuffling the employee teams or places.

The whole sample wants quality circle in their organization, which is a processed

system wide change, designed to make an organization more adaptive.

There by a small group of employee should work regularly to find, analyze and

solve quality and other work related problems.

Access to flexibility is more likely to be negotiated at organizational level,

formally & informally, rather than via legislative measure

The long hours culture in the organization is a major barrier in promoting worklife balance, flexible working and womens progression.

Shifts can be incorporated in such a way that they are comfortable to the

employee

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There would be better output from the employees who are educated in the stream

in which they perform work.

A special group of employees should be assigned to solve quality and work

related issues.

SUGGESTIONS

IMPROVING ORGANIZATIONAL CLIMATE: In order to improve the

organizational climate, the following things need to be strengthened:

Employment conditions (safety, health, physical environment)

Equitable rewards (pay, incentives, benefits, services)

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Job security.

Enhancing the self-esteem of the people.

Participative climate and team sprit.

Training to employees, managers and supervisors so that they share the vision,

values and culture of the organization.

Autonomy to draw resources and deliver results.

Recognition for work done, followed by rewards so as to encourage commitmentand belongingness

An atmosphere of trust and open communication.

The management provides sufficient training to employees. A few measures can

be taken to develop and organize the training program.

The employees works are been recognized by the management and appreciated.

It can be maintained in such a way that the employees morale will be improved.

Need to improve the environment of the working condition.

A few measures can be taken to revise regarding pay and benefits.

Team performance must be highly encouraged and recognized.

Employees have a high trust in management. It can be maintained in such a way

employees involvement and commitment will increase.

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Employees are willing to give suggestions for the development of the

organization. The suggestions given by the employee must be duly responded.

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LIMITATIONS

LIMITATIONS OF THE STUDY:

Though adequate care has been taken while doing the project, this project

has suffered from certain limitations. They are:

The entire staff was not taken for the purpose of the study.

The information provided was not totally accurate. Biased answers were given.

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Some people are reluctant to answer and could not spend much of the time.

The analysis done is totally based on the data collected.

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RECOMMENDATIONS

RECOMMENDATIONS

The management provides sufficient training to employees. A few measures

can be taken to develop and organize the training program.

The employees works are been recognized by the management and

appreciated. It can be maintained in such a way that the employees morale

will be improved.

Need to improve the environment of the working condition.

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A few measures can be taken to revise regarding pay and benefits.

Team performance must be highly encouraged and recognized.

Employees have a high trust in management. It can be maintained in such a

way employees involvement and commitment will increase.

Employees are willing to give suggestions for the development of the

organization. The suggestions given by the employee must be duly responded.

The management should try to match the work assigned to employee with

their qualification & skills so that the work is done professionally &

systematically.

This could help the employees to achieve the organizational goals &

objectives as expected by the management.

The role of the employees should be clearly defined and explain what

activities is to be done & what, where and how task are to be accomplishedwhich makes employees to understand their targets clearly.

Every employee should be given minimum freedom to put forth his ideas so

that his contribution is noticed & appreciated.

This could help both the management as well as the employees in

maintaining harmonies relationship.

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The organization should reward the employee in the form of progress

development, housing & medical benefits which would motivate the

employees and thus improve the performance.

There should be constant check on the employees performance in order to

recognize the training needs & development which could help in career

planning & career development.

This could help in organizations development.

The management should socially and ethically be available to the needs and

challenges of the employees to ensure the availability of component & willing

workforce to an organization.

HR manager must possess a sound knowledge of the constitution & other facts

that influence employees.

Organizations should practice rewarding systems called flexible benefits,

which allow employees to pick & choose from a main menu, and benefit

packages that is individually tailored his\her own needs and situation.

There should be periodic practice of performance appraisal. Performance

appraisal could be used for transfer and promotion decisions.

The management must update employees with external business environment,

which makes problem solving easy in business and also improves the quality

& preciseness of decisions.

Many companies that have introduced family friendly working practices have

seen benefits through reduction in absenteeism.

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CONCLUSION

CONCLUSION

The study concludes a good OGANIZATIONAL CLIMATE in the organization,

which could be made even better by improving in certain aspects. With a little more

attention on utilization of skills, employees benefits, rewarding system, physical

conditions, training methods. There is a possibility of bringing employees and

organization more near so that the goals of each other are met.

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BIBLIOGRAPHY

BIBLIOGRAPHY

HUMAN RESOURCE & PERSONNAL MANAGEMENT-

BY ASWATHAPPA

HUMAN RESOURCE MANAGEMENT-

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V.S.P.RAO

THEORY OF ORGANIZATIONAL DEVELOPMENT & CHANGE-

CUMMINGS AND WORLEY

WEBSITES:

http://www.work911.com/

http://www.furl.net/

http://www.pelgel.com/

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ANNEXURE

QUESTIONNAIRE

1. Name:

2. Designation:

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3. Departments:

4. Length of service:

5. Email id:

6. My working area is a safe working environment. ( )

a. Strongly disagree

b. Disagree

c. Neutral

d. Agree

e. Strongly agree

7. I am satisfied with my working conditions and they are up to my expectation. ( )


b. Disagree

c. Neutrald. Agree

e. Strongly agree

8. My working area is clean and comfortable with necessary equipments. ( )


b. Disagree

c. Neutral

d. Agree

e. Strongly agree

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9. Management pays careful attention to my suggestion ( )


b. Disagree

c. Neutral

d. Agree

e. Strongly agree

10.Management keeps my department adequately informed about what is

going on in the company. ( )


b. Disagree

c. Neutral

d. Agree

e. Strongly agree

11.Management has a good understanding of what goes on in my department ( )


b. Disagree

c. Neutral

d. Agree

e. Strongly agree

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12.I am treated with respect by management ( )


b. Disagree

c. Neutral

d. Agree

e. Strongly agree

13.I know what is happening in other parts of my company ( )


b. Disagree

c. Neutral

d. Agree

e. Strongly agree

14. . My company encourages me to help in developing improved work processes ( )


b. Disagree

c. Neutral

d. Agree

e. Strongly agree

15.I am recognized for my good work ( )


b. Disagree

c. Neutral

d. Agree

e. Strongly agree

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16.I receive appropriate feed back about my performance ( )


b. Disagree

c. Neutral

d. Agree

e. Strongly agree

17.I am satisfied with the pay and benefit I receive ( )


b. Disagree

c. Neutral

d. Agree

e. Strongly agree

18.I receive adequate training relevant to my job. ( )


b. Disagree

c. Neutral

d. Agree

e. Strongly agree

19.I feel stress in my job. ( )


b. Disagree

c. Neutral

d. Agree

e. Strongly agree

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20.I think my work is over loaded. ( )


b. Disagree

c. Neutral

d. Agree

e. Strongly agree

21.I am willing to put in extra effort when necessary ( )


b. Disagree

c. Neutral

d. Agree

e. Strongly agree

22.I am loyal to my company. ( )


b. Disagree

c. Neutral

d. Agree

e. Strongly agree

23.I recommend my company as the best place to work to others. ( )


b. Disagree

c. Neutral

d. Agree

e. Strongly agree

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Oc Project

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