Anda di halaman 1dari 43

"ORGANISATIONAL CULTURE

OF BHEL"

BHEL, Industry Sector, Lodhi Road


New Delhi

Submitted by:-
Mani sajnani
Roll No.- 0591131708

1
INDUSTRY SECTOR

Industry Sector of BHEL located at Integrated Office Complex, Lodhi Road,


essentially is involved in Projects Sales/Marketing; equipments are manufactured at
various units of BHEL are offered to customers in form of a composite proposal which
is compiled at the Industry Sector. Complete techno-commercial proposals are being
submitted by Industry Sector including prices and commercial aspects.

Industry Sector organizes seminars, meetings of customers called Customer


Appreciation Programme, both existing as well as prospective customers to promote
BHEL's goods and services.

Employee Strength: 160

Executives: 119

Supervisors: 24

Non-Supervisors: 17

2
BHEL SECTORS - AN OVERVIEW

Segment %breakup
Power 57.85%
Industry 23.43%
International business 12.12%
Others 6.6%

• Industry segment break up in percentage:

7% Power
12%
Industry

58% Interanational
23%
business
others

BHEL's PROFILE
3
BHEL: An Overview

Established in the early fifties, BHEL as it is known today, has come a long way from
being mere heavy electrical generation equipment company to the position of leadership
that it enjoys today with major presence not only in the field of power, but also in other
core sectors of Industry, Transportation, Transmission, Oil and Gas, Telecommunication,
Defence and Civil Aviation.

It has:-

• 14 Manufacturing Divisions
• 8 Service Centers
• 4 Power Sector Regional Centers
• 15 Regional Offices
• Over 150 Project Sites

Today, BHEL has a major presence in the domestic power market and accounts for 65%
of the nations installed power generating capacity, thus making a significant contribution
to the growth and development of the country’s economy over the years.

It has had a consistent track record of growth, performance and profitability and has been
reported by the World Bank as being “One of the most efficient enterprises in the
Industrial Sectors at par with International Standards of efficiency”.

Having achieved the International Quality Certification ISO-9001:2000, ISO 14001&


OHSAS-18001. The organization is now moving towards a culture of Total Quality
Management (TQM) for achieving business excellence.

4
Having technology and business tie-ups with some of the leading world giants in the field
BHEL has demonstrated its international competitiveness time and again which is evident
by the fact that over 86% of domestic power plant orders floated for competitive bidding
since 1978 have been bagged by BHEL.

The organization has been consistently exploiting market opportunities in India and
abroad by competing, collaborating and coexisting with world leaders and enjoys a
market presence in over 70 countries.

Having steadfastly proved its international competitiveness time and again, BHEL has the
proud privilege of having been selected as one of the Navratna PSEs by the Government
of India. Bringing it on the threshold of a world-class player in the international arena,
the company has set its sight on becoming a world-class innovative, competitive and
profitable engineering enterprise that would provide total business solutions and has also
articulated a set of values which would provide the guiding light to the organization on its
journey to releasing its vision.

5
OBJECTIVES AND POLICIES

 To maintain a leading position as supplier of systems, equipments and services to


National / International standards and to attain a high level of customer confidence.

 Design, procurement, supply and execution of systems and equipments for


Transmission Projects to meet requirements of customers stated as well as implied,
statutory aspects and National / International standards.

 To acquaint customers on operation and maintenance of the equipment and systems.

 Identification of new areas of business in which BHEL may enter.

FUNCTIONS

 Give suggestions to various departments whether to enter in collaboration or not.

 Arrangement of various Customer Appreciation Programmes.

6
VISION, MISSION, VALUES AND

LEADERSHIP STYLE OF BHEL

VISION

A world class innovative, competitive and profitable Engineering providing Total


Business Solutions.

MISSION

To be the leading Indian Engineering Enterprise providing Quality products,


systems and services in the field of Energy, transportation, Industry, Infrastructure
and other potential areas.

VALUES

• Meeting commitments made to external and internal customers.


• Foster Learning, Creativity and Speed of Response.
• Respect for Dignity and potential of individuals.
• Loyalty and pride in the company.
• Team playing.
• Zeal to Excel.
• Integrity and Fairness in all matters.

LEADERSHIP STYLE

• To faster and sustain organized values.


• Empowering with responsibilities and accountability at all levels.
• Visionary.
• Courage, Credibility, Compassion and Visibility.
• Timely recognition, feedback and counseling.
• Communication, information sharing and consultations.
• To be r
7
SWOT ANALYSIS OF BHEL

The strengths, weaknesses, opportunities and threats which are being experienced
by BHEL as a growing concern, have been summed up in the following lines:

Strengths

1) Vast pool of trained manpower.


2) Excellent state of art facilities.
3) Good working atmosphere.
4) Rapport between management and union (labor participation in
management decisions).
5) Product manufactured to international quality.
6) Low labor cost and manufacturing cost.
Weaknesses

1) Excess manpower.
2) System implementation inadequate.
3) No financial package to buyers.

Opportunities

1) Growing power sector machinery.


2) Liberalization has opened up the market.
3) Navaratna company status.
4) Dominant player in domestic market.
5) Export potential growing.

Threats

1) Liberalization–entry of MNC’s/private sector–more competition.


2) MNC’s taking away good employees with attractive packages.
3) Government taxation policy-against manufacturing sector.
4) Dumping of goods.
5) Attractive credit packages by FFI to MNC’s.

In spite of threats and stiff competition, BHEL is showing its performance in as


accelerating rate.

9
10
Organisational culture

Introduction

The internal working of every organisation has certain commonly perceived


psychological characteristics or traits which are collectively called its culture or
mileu. These traits generally vary from organisation to organisation to organistion
are relatively stable over the time and influence the behaviour of people in the
organisation. Thus every organisation has its own unique culture.not only thiseven
different departments of same organisation may have different cultures depending
upon the perception of members of the departments. Various personal
characteristics such as values,needs,attidutes,exceptions etc. determine the manner
in which members are likely to perceive the various aspects of internal working.

“The culture of your organisation is the state of its health”.

“A healthy organisation is one which obvious effort made to get people with
different backgrounds, skills, and abilities to work together towards the goal of the
organisation.”

An effective, culturally diverse organisation is one whose culture is inclusive of all of


the varying groups and constituencies it intends to serve. The organisation’s values,
vision, mission, policies, procedures and norms constitute a culture that is
manifested in multiple perspectives and adaptability to varying values, beliefs and
communication styles.

11
For many companies the proper implementation of an organisational culture survey
cans provide valuable information that can be used to guide and increase its success.
However, Companies that choose to implement a survey must be prepared to
respond to both positive and negative results, and work with employees to make
improvements in the work environment. Failure to respond to employee feedback
can ultimately increase the number of workforce problems experienced within
organisation.

Defining Culture

Perception about an organisational goals and decisions that a manager should take
to achieve these goals come not only from the formal control system but also
through the informal organisation. Both informal and formal structure combine to
create what is called organisational culture.

It influences morale and the attitude of the individuals towards his work and his
environment. Organisation culture has been a popular concept in the theory and
research for sometime and has received a great deal of attention in the past 25yrs.

Organisational culture is a system of shared beliefs and attitudes that develop


within an organisation and guides the behaviour of its member.

It is also known as “corporate culture:, and has a major impact on the performance
of organisation and specially the quality of work life experienced by the employees.
Organisational culture “consists of the norms, values and unwritten rules of conduct
ofan organisation as well as management styles, priorities, beliefs and inters
personal behaviours that prevail.

12
Concept of organisational culture.

• Culture implies a pattern of beliefs and behaviour. It is cultivated behaviour


in the sense that it is learnt from the members of the society.

• Organisational culture is the totality of beliefs, customs, traditions, and


values shared by the members of the organisation. The culture
characteristics of an organisation are relatively enduring over time and
relatively static in their prosperity to change.

• Together they create a climate that influences how well people communicate,
plan and make decisions.

• Strong values let people know that is expected of them. There are clear
guidelines as to how employees are to behave generally within the
organisation an their expected code of conduct outside the organisation.

Nature of organisational culture

The features of organisational culture are as under:

• Like an individual every organisation has its own personality.

• The personality of the organisation defines the internal environment of an


organisation.

• It differentiates an organisation from the others.

13
• It relatively enduring or stable over the time.

• It is perceived by the members and outsiders.

• It exercises a significant influence on the attitudes, behaviour and


performance of organisational members.

Schein observed that atleast six popular meanings could be ascribed to


organisational culture. These are:

• The observed behavioural regularities in the interactions, language and


rituals of the organisation members.

• The norms which evolve over a period of time in working groups.

• The philosophy which guides the decisions and policies of an organisation.

• The rules of the game one must learn in order to be accepted in the
organisation.

• The dominant values which are exposed by the organisation (or by the
dominant members of the organisation).

• The climate that pervades and gets conveyed in the day to day functioning of
the organisation.

14
Components of organisational culture

It can be difficult to identify the large number of organisational culture areas that
exists. Recent research has identified over 460 different types of work environment
characteristics that have been measured. Many of these characteristics can be
classified into the following major areas: jobs, roles, leader, organisation and
workgroup. In many companies there are particular areas where employee
feedback would be useful.

The basis of organisational culture lies in the following:

• Individual autonomy: i.e. the degree to which employees are free to manage
themselves or not accountable to others.

• Position structure: i.e. the extend of formalisation, centralisation and direct


supervision.

• Reward orientation: i.e. the extend to which rewards are related to


performance and the required system of behaviour in the organisation.

• Consideration: i.e. the extend to which the people in the organisation offer
social emotional support to each other and work as a team. Whether the
supervision is production oriented or people oriented?

• Conflict: i.e the extend of differences present between individuals and


departments and the way which they are resolved.

15
• Risk taking : i.e the degree o freedom to experiment with new ideas, take
risks and commit honest mistakes without fear of punishment.

• Communication patterns : the degree to which organisational


communications are restricted to the formal hierarchy of authority.

• Outcome orientation : the degree to which management focuses on results or


outcomes rather than on the techniques and processes used to achieve these
outcomes.

Types of organisational culture

Authoritarian and participative cultures : In this type of culture. There is


centralisation of power with the leader and obedience to orders and discipline are
stressed. Any disobedience is punished severely to state an example to others. The
basic assumption is that the leader knows what is good for an organisation and he
always acts in its interests. Participative culture tends to emerge where most of the
organisational members see themselves is equals and take part in decision making.

Mechanistic and organic cultures : The mechanistic organisational culture exhibits


the values of bureaucracy and so is called ‘bureaucratic culture’. Organisational
jobs are created around narrow specialisations and people think of their careers
mainly within these specialisations, authority is thought of as flowing down from the
top of the organisation to the lower levels and communication flows through
prescribed channels. There is a great deal of departmental loyalty And inter-
departmental animosity. This sort of culture resists change and innovation.

In Organic culture formal hierarchy of authority, departmental boundaries, formal


boundaries, formal rules and regulations, and prescribed channels of

16
communications are forward upon. There is a great deal of emphasis on task
accomplishment, team work and free flow of communication-formal and informal.
There is a widespread understanding within staffing of the problems, threats and
opportunities the organisation is facing and there is willingness and preparedness to
take appropriate roles to solve the problems. The culture stresses flexibility,
consultation, change and innovation.

Sub Culture and Dominant Culture : Each department of an organisation may


have its own culture representing a sub culture of the system. An organisation
culture emerges where there is an integration of all the departments into a unified
whole. Within any given unit, the tendency for integration and consistency will be
assumed to be present but it is perfectly possible for coexisting units of a larger
system to have cultures that are independent and even in conflict with each other.

Role and significance of organisational culture

• Each organisation is recognised by its culture. Whenever people name an


organisation, the culture attached to the organisation is immediately recalled.
An organisation is distinctively different from other organisations by virtue
of its cultural values, beliefs and norms. Besides this the following functions
are performed by the organisational culture.

• Organisational culture creates the boundary beyond which no employees are


permitted to go. They automatically observe the organisational standards
and norms of behaviour.

• An organisation is well recognised by its culture, the culture of an


organisation provides its stability. People prefer to continue with the

17
organisation. Employees, customers, financers and other related persons
prefer to remain with the organisation.

• The social recognition of the organisational culture makes the organisation


grow and develop in all dimensions.

• Organisational culture acts as a motivator that guides and controls the


employees. Satisfied employees get more and enthusiasm for performing the
respective jobs.

• The attitude and behaviour of the employees are directed towards the
achievement of goals through a sound culture. Disciplined employees make
other employees disciplined and well behaved.

Advantages of organisational culture

• The advantages of a sound organisational culture are ultimately reflected in


employees performance and satisfaction. The image of an organisation is
increased and people are satisfied with the performance of the oragnisation.
People’s satisfaction lies in the employees smile. It is instrumental to
increased production and satisfaction.

• A strong culture ensures better performances. Culture enhances


organisational commitment and increases the consistency of employee
behaviour. It reduces ambiguity and tells implicitly what to do and how to
do.

18
• There is a great deal of departmental loyalty and inter departmental
animosity. This sort of culture resits change and innovation.

• In the organic culture, formal hierarchy of authority, departmental


boundaries, formal rules and regulations, and prescribed channels of
communications are frowned upon.

• There is great deal of emphasis on task accomplishment team work, free flow
of communication- formal and informal.

19
HR Department at BHEL, Industry Sector

In the Integrated Office Complex, Lodhi Road, New Delhi,

following divisions of BHEL are located:-

1. Industry Sector

2. International Operations Divisions

3. Transmission Business Group

4. Regional Operation Division

There is centralized HR department which catering the HR services for the above
divisions. All activities related to the employees e.g. planning, organizing, staffing,
directing, controlling, communicating, separation, etc. are performed by the HR
department. The HR manager requires the specialized knowledge of human behavior and
psychology. A perfect manager has great communication skills and has the power of
playing the different roles in the organization.

Human Resources department of an organization is very important as every transaction


involves the human aspect and it is very crucial work to manage the human resource. In
the HR department the function are performed for the betterment of the employees.

Employee Strength of H R Department

Executives 9

Supervisors 6

Others 6

Total Strength 21

20
CHAPTER-3

RESEARCH METHODOLOGY

OBJECTIVES AND PURPOSE OF STUDY

OBJECTIVES OF STUDY

 To compare the Monetary and Non-Monetary Benefits given to the official


employees of BHEL, Industry Sector, Lodhi Road and the employees posted at
sites for their esteemed customers.

 To justify the working condition and the position analysis of the official
employees and employees posted at sites.

 To know the satisfaction level in terms of motivation through welfare schemes


among Sr. executives.

 To suggest some changes in order to satisfy the needs of employees.

 To suggest some of the schemes which meet the requirements of the employees.

 To get the feedback of the employees.

 To know whether employees are getting benefits from the welfare schemes.

21
SIGNIFICANCE OF STUDY

After observing of Attrition Rate of BHEL, Industry Sector, Lodhi Road, i.e. 0.19% for
the year 2009 - 2010, it is being observed that, it is almost steady. Therefore, this study is
conducted to co-relate the employee satisfaction level with the retention rate of
employees at BHEL, Industry Sector, Lodhi Road.

22
SAMPLE

Sampling plan-

Sampling unit : Office and Site employees(E1 and E2 grades)

Sampling Area : BHEL, Industry Sector, Lodhi Road

Sampling Method : Stratified Sampling & Convenient Sampling

Sample size : TOTAL : 33

23
COLLECTION OF DATA

Data was collected from both primary and secondary sources. The primary source
included the respondent from whom the required information was gathered directly and
emphasis was laid on their opinion. Secondary source are profile of BHEL, personnel
manual of BHEL and concerned literature.

The tools of data collection as follows:

(a) Discussion

(b) Questionnaire

Discussion:

Under this method of collecting data the investigator personally comes in contact with the
persons from whom the information is to obtain certain critically element can be
discussed. The person who wants the information, raises concerned topics and follows the
other person to freely express his or her views. Sometimes the information that cannot be
collected through discussion can be collected through questionnaire and the opinion of
the respondent can be made clearer.

Questionnaire:

It is usually associated with self-administrative tool with items of closed or fixed


alternative type. The respondent feels confidence in anonymity of questionnaire than with
that of interviewer. It places less pressure on subject for immediate response. This was
the reason to choose questionnaire and one of the tools for data collection. The

24
questionnaire consisted of multiple choice questions, open-ended questions, multiple-
choice open-ended questions written with answers space provided for response.

(II) SAMPLE SIZE:

The method of sampling used was systematic sampling. This method is popularly used in
those cases where a complete list of the population, from which the sample is to be
drawn, is available.

The study of employees of BHEL, Lodhi Road was carried out from different
departments. 40 employees (Executives E1-E7) were selected on random basis.

(IV) LIMITATIONS:

• The study has been confined to a period of 60 days. Hence it cannot reveal the
exact trends of Welfare Schemes and opinion of all employees.
• Sample size being small not everybody’s view could be considered.
• Problem parting with the confidential information.
• There is a great tendency of fluctuation in the response and their behavior.

25
CHAPTER-4
FINDING AND ANALYSIS
ANALYSIS REPORT

1. This company is pretty good place to work.

Employees Strongly Agree Natural Disagree Strongly Total


Agree Disagree
1 10 13 1 0 0 24

Interpretation : 41% of the entire sample of employee are strongly agree that this
company is preity good place for them to them to work, whereas 54% are agree and 4%
are neutral None employees are disagree or strongly disagree.

26
2. I like my job profile.

Employees Strongly Agree Natural Disagree Strongly Total


Agree Disagree
1 6 15 3 0 0 24

Interpretation : 25% of entire sample of employee are strongly agree that their job
profile, 62% are agree with their job profile, 12% are neutral they are neither disagree nor
strongly disagree with their Job profile.

3. My boss has confidence on me.

27
Employees Strongly Agree Natural Disagree Strongly Total
Agree Disagree
1 13 10 1 0 0 24

Interpretation : 54% entire sample of employee excepts that they boss has
confidence on then and 41% person are agree with this and 4% are natural none are
disagree or strongly disagree.

4. My opinion are mostly considered by my boss.

28
Employees Strongly Agree Natural Disagree Strongly Total
Agree Disagree
1 6 14 4 0 0 24

Interpretation : Only 25% entire sample of employee are strongree agree that their
openious are mostly considered by their boss. 58% are agree with this that their boss
mostly considered their decisions 16% are natural.

5. I am able to make best use of my knowledge and skills in this company.

29
Employees Strongly Agree Natural Disagree Strongly Total
Agree Disagree
1 7 9 5 3 0 24

Interpretation : 29% of people are strongly agree are able to make best use of their
knowledge and skills in the company 37% are agree with this and 20% are neutral and
12% employees are disagree with this.

6. I am free to express myself in front my colleagues and boss.

30
Employees Strongly Agree Natural Disagree Strongly Total
Agree Disagree
1 11 12 1 0 0 24

Interpretation : Only 20% of entire sample of employee strongree agree with fringe
benefits provided to then by then by the company in comparison to other companies 45%
are agree and 29% are neutral 4% are disagree none are strongly disagree.

31
7. My efforts enable me to go ahead in the company.

Employees Strongly Agree Natural Disagree Strongly Total


Agree Disagree
1 7 12 3 2 0 24

Interpretation : 29% of employee are strongly agree that their efforts enable then to
go ahead in the company 50% are agree with this 125 are neutral and 8% are disagree
none employees are strongly disagree.

32
8. Salary packages at BHEL is comparable with those of other company.

Employees Strongly Agree Natural Disagree Strongly Total


Agree Disagree
1 6 15 1 1 1 24

Interpretation : 25% of entire sample of employees strongly agree that their salary
pacakage are comparatively good in compartison to other companies 62% are agree
and4% are neutral and4% disagree and 4% are strongly disagree.

9. Fringe benefits provided by company are comparable with other company.

33
Employees Strongly Agree Natural Disagree Strongly Total
Agree Disagree
1 5 11 7 1 0 24

Interpretation : Only 20% of entire sample of employee strongree with fringe


benefits provided to them by then by the company is comparison to other companies 45%
are agree and 29% are neutral 4% are disagree none are strongly disagree.

34
10. I am able to balance my family life and work.

Employees Strongly Agree Natural Disagree Strongly Total


Agree Disagree
1 9 11 4 0 0 24

Interpretation : 37% of employee are strongly agree with this that they are able to
balance their firmly and work. 45% are agree 16% are neutral none employee are
disagree or strongly disagree.

35
TECHNIQUES OF DATA ANALYSIS

In analysis of data the techniques used are as follows:-

1) pie-charts

2) tables….and various samples……..

36
CHAPTER-5
CONCLUSIONS AND SUGGESTIONS

CONCLUSION

The above welfare schemes are providing satisfaction to the employees in terms of:-

WELFARE SCHEMES CATEGORY OF SATISFACTION


BHEL Group Savings Linked Insurance Social security and Monetary benefit to
Scheme Family.

Group Insurance Scheme Social Welfare and

Monetary benefit.
BHEL Employees Housing Loan Group Social Welfare and
Insurance Scheme Monetary benefit.

Group Personal Accident Policy Social Welfare

Leave Travel Concession Social Welfare

Leave Travel Assistance (LTA) Social Welfare

Leave Encashment Motivation

Scheme For Reimbursement Of Monetary benefit.


Conveyance Expenditure For Executives

37
Death Relief Fund Scheme Social Welfare

Scheme For Cash Award For Acquiring Motivation and


Higher/ Additional Qualifications Monetary benefit.

Festival Advance Monetary benefit

Grant Of Conveyance Allowance To Blind Monetary benefit


And Orthopaedically Handicapped
Employees

Washing Allowance Monetary benefit

Foreign Tours Monetary benefit

Transfer TA On Retirement/Death Monetary benefit

Annual Payment Of Bonus Monetary benefit

BHEL EXCEL Awards Scheme Motivation and

Monetary benefit
Children Education Allowance Monetary benefit

Gift Vouchers For The Employees Monetary benefit

House Building Advance And Interest Monetary benefit


Subsidy Scheme

38
According to the data analyzed, the present welfare schemes running in the company are
not providing that level of satisfaction which is expected. The employees are not fully
aware about some of the schemes provided to them by the company. Therefore, the lack
of awareness doesn't let these schemes to be utilized in a proper way. There is a need for
improvement in these schemes. But these schemes do provide motivation up to some
extent to the employees.

EMPLOYEES VIEWS:

• There shall be an executive club in BHEL as the same exists in other BHEL units.
• Allowances may be increased which should not have tax liability.
• Interest free advances like festival advance should be provided for miscellaneous
domestic capital expenditure
• LTC facility should be allowed through air for all executives.
• Vehicle loan facility upto 90% of the vehicle cost should be provided with
nominal interest rate.
• Working condition to be further improved.
• Membership to clubs, sports compex should be provided under corporate scheme
on payment of nominal fees to promote sports activities amongst employees and
their families.
• Condition of housing accomodation should be improved.
• The education subsidy should be provided to the college going children also.
• The medical facility should be provided to the dependent parents who were govt.
employees and getting pension provided they furnish certificate that they are not
claiming medical facility from any other source.

SUGGESTIONS:

39
• The welfare schemes should be made more friendly so as to provide full
satisfaction.

• Programmes should run in the company in order to aware the employees about
the welfare schemes of the company.

• Changes in the schemes should be done occasionally according to the need of


employees.

• Most BHEL employees want motivation as the criteria in addition to monetary


and social security. Hence this should be followed.

• The welfare schemes should be made more transparent.

• In comparison to other companies what extra benefits the employees are getting
should be made clear to them.

APPENDIX
1. This company is pretty good place to work.

Employees Strongly Agree Natural Disagree Strongly Total


Agree Disagree
1 10 13 1 0 0 24

2. I like my job profile.

40
Employees Strongly Agree Natural Disagree Strongly Total
Agree Disagree
1 6 15 3 0 0 24

3. My boss has confidence on me.

Employees Strongly Agree Natural Disagree Strongly Total


Agree Disagree
1 13 10 1 0 0 24

4. My opinion are mostly considered by my boss.

Employees Strongly Agree Natural Disagree Strongly Total


Agree Disagree
1 6 14 4 0 0 24

5. I am able to make best use of my knowledge and skills in this company.

Employees Strongly Agree Natural Disagree Strongly Total


Agree Disagree
1 7 9 5 3 0 24

6. I am free to express myself in front my colleagues and boss.

Employees Strongly Agree Natural Disagree Strongly Total


Agree Disagree
1 11 12 1 0 0 24

7. My efforts enable me to go ahead in the company.

Employees Strongly Agree Natural Disagree Strongly Total


Agree Disagree
1 7 12 3 2 0 24

41
8. Salary packages at BHEL is comparable with those of other company.

Employees Strongly Agree Natural Disagree Strongly Total


Agree Disagree
1 6 15 1 1 1 24

9. Fringe benefits provided by company are comparable with other company.

Employees Strongly Agree Natural Disagree Strongly Total


Agree Disagree
1 5 11 7 1 0 24

10. I am able to balance my family life and work.

Employees Strongly Agree Natural Disagree Strongly Total


Agree Disagree
1 9 11 4 0 0 24

BIBLIOGRAPHY

BOOKS

Organizational Behaviour

By R.K. CHOPRA

Business Studies

42
BY C.B. GUPTA

INTERNET

www.Google.com

www.yahoo.com

www.bhel.co.in

43