A PROJECT REPORT ON ORGANZATION CULTURE AT FOOD CORPORATION OF INDIA

SUBMITTED BY: MEENAKSHI SHARMA PGDM (2009-11) Submitted to the department of Management Studies

(In the partial fulfillment in an award of Two Year full time PGDM Program)

--------------------------------------------------------------------------------------MAHARISHI ARVIND INSTITUTE OF SCIENCE AND MANAGEMENT

Ambabari circle, Ambabari Jaipur -302023 Phone: 91-141-233487, 2234216 Fax: 91-1412335120Email maism@datainfosya.net website http://www.maism.com Roll No: 3470 Batch Year 2008-2010

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Certificate of Originality

I, Meenakshi Sharma, D/o Shree Sajjan Sharma, having Enrollment No of Batch 2009-2011, do hereby certify & declare that the project report entitled Organization Culture written and submitted by me to Maharishi Arvind Institute Of Science & Management, Jaipur, in partial fulfillment of the requirement for the award of PGDM under the guidance of my mentor Mr. SUNIL JINDAL, my guide Dr. MAHESH SARVA, is my original work and the conclusion drawn here in is based on the material collected by me. I hereby declare also this study has not been permitted by me to publish anywhere.

MEENAKSHI SHARMA

Place: Jaipur Date:

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Approval Page
This report, entitled ORGANIZATION CULTURE, prepared and submitted by MEENAKSHI SHARMA, in the partial fulfillment of the requirements for the Degree of PGDM is hereby accepted.

Dr. MAHESH SARVA

Accepted as partial fulfillment of the requirements for the 2- Year Full-Time PGDM COURSE.

(Signature)

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ACKNOWLEDGEMENT
Often words are too inadequate to serve as a mode of expression of ones inner feelings, especially the sense of indebt ness & gratitude to all those who help in accomplishing the goal one has set before one. I shall be failing in my duty if I dont acknowledge my sincerest gratitude to all those who assisted and guide me in completing this project report.

I acknowledge my indebt ness to my erudite learned and revered guide Dr. Mahesh Sarva for their valuable guidance, suggestions, constructive criticism and thought provoking discussions for completion of the task. It would not have been possible for me to complete the work without their encouragement and unfailing help. I also want to thank my entire respondent who took me time for showing a great interest in the subject and extending invaluable help.

THANKS
Meenakshi Sharma

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ABSTRACT

The culture of any organization, although it can be variously defined, includes the shared norms and values that guide organizational participants behavior. This study is commissioned to understand the organizations culture from the perspective of the employees of FOOD CORPORATION OF INDIA (FCI) According to the management, many improvements have been made in the functioning of the organization, that has resulted in its becoming less bureaucratic and more flexible, and which has encouraged more openness and freedom at work. Unplanned, general observation by the management led to the belief that these changes had helped to improve both individual performance as well as the overall effectiveness of the organization. This study on Organization Culture at FCI Food corporation of India, Jaipur was undertaken to verify if the employees also shared this perception, namely, that the changes that had been made in the organization had truly led to improvements. In addition, the study also captured employee attitudes towards various aspects of the organization. Using an instrument developed for this study, employees were queried on organizational improvements pertaining to Working Environment, Communication, Motivation, Training & Development, Technology, Safety Measures & Miscellaneous ; as well as on individual attitudes or feelings such as pride in the organization, confidence in own leadership capabilities, positive feelings towards the work and the organization, as well as negative experiences such as stress. The overall finding is that the employees of the Food Corporation of India, Jaipur are happy with the organization. On most of the parameters mentioned above, the responses have been very positive. However, many of the employees do feel pressure to perform, and some of them have also expressed some fear or a sense of insecurity while working. The organization might need to look into the causes for these few, but important negative aspects.

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Acknowledgement Abstract

CONTENTS
1) INTRODUCTION Food Corporation of India Objectives Strengths, Weakness & Opportunities Vision Operational Network Procurement Quality Control and Scientific Preservation Storage Management Distribution of Food grains

2)

FCIs: Organizational Culture An Understanding to the Organization Culture Definition Meaning Importance of organization Culture Classification of Cultures

3) PROJECT PROFILE 4) REVIEW OF LITERATURE 5) RESEARCH METHODOLOGY 6) DATA COLLECTION 7) SAMPLING TECHNIQUE 8) DATA ANALYSIS 9) RESULTS & DISCUSSIONS 10) SUMMARY & CONCLUSIONS 11) LIMITATIONS OF THE STUDY 12) BIBLIOGRAPHY 13) ANNEXURE

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FOOD COROPRATION INDIA

The Food Corporation of India was setup under the Food Corporations Act 1964, in order to fulfill following objectives of the Food policy :

Effective price support operations for safeguarding the interests of the farmers. Distribution of food grains throughout the country for Public Distribution System; and Maintaining satisfactory level of operational and buffer stocks of food grains to ensure National Food Security.

Since its inception in 1965, having handled various situations of plenty and scarcity, FCI has successfully met the challenge of managing the complex task of providing food security for the nation. A strong food security system which has helped to sustain the high growth rate and maintain regular supply of wheat and rice right through the year. The efficiency with which FCI tackled one of the worst droughts of the century not only cemented its role as the premier organization in charge of food security in India, but also brought it accolades from international organizations. Today it can take credit for having contributed a great deal in transforming India from a chronically food deficit country to one that is self-sufficient. In its 45 years of service to the nation, FCI has played a significant role in India's success in transforming the crisis management oriented food security into a stable security system.

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OBJECTIVES
The Food Corporation of India was setup under the Food Corporation Act 1964, in order to fulfill following objectives of the Food Policy :

Effective price support operations for safeguarding the interests of the farmers. Distribution of food grains throughout the country for public distribution system. Maintaining satisfactory level of operational and buffer stocks of food grains to ensure National Food Security.

In its 45 years of service to the nation, FCI has played a significant role in India's success in transforming the crisis management oriented food security into a stable security system. FCI's Objectives are:

To provide farmers remunerative prices To make food grains available at reasonable prices, particularly to vulnerable section of the society.

To maintain buffer stocks as measure of Food Security To intervene in market for price stabilization

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STRENGHT OF FCI
Facilitator for food security

Provider of price & market assurance to the farmer Ensuring steady food grain supplies to 5Lakhs Fair Price Shops for PDS to cover 141 million APL / 67 million card holders. Ensuring food for all other Welfare Schemes.

Management Capability and Experience

Large pool of talent managing world's largest food grain operation on behalf of Govt. of India

Enormity of Scale

Countrywide network of offices & strategically located Food Storage Depots. Operates in mandis/purchase centers located within 10kms proximity of farmers. Undertakes purchases of 30 to 40 million tons annually making it the largest buyer in the world.

Effective market intervention to stabilize prices State of the art experience on food grain preservation / Warehousing / Transportation Management

Maintains the health of millions of tons of food grain in storage. Quality acknowledge by International buyers. Excellent Storage Management. Timely movement of food grains from procuring States to consuming States.

OPPORTUNITIES

After nearly four decades of varied experience in food management, FCI can now play a wider role in being a food advisor to the Central/State Govts. The Corporation can also play a more proactive role in the sphere of commercial ventures. To diversify into nontraditional commodities / activities.

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VISION 2020

To aggressively promote Decentralized Procurement by State Governments with special emphasis in non-traditional areas and commodities. To initiate procurement of non-MSP governed commodities on commercial principles. To ensure adequate buffer for meeting requirements under TPDS & Other Welfare Schemes. To dispose of surplus and un-storage worthy godowns and introduce concepts of mechanized handling in the conventional godowns. To undertake R&D for conversion of some of the existing capacity to bulk and cost effective utilization of existing bulk capacity. To optimize monthly movement program me with existing state of art of computerization within the country at various locations as per corporate policies and priorities. Modernization of Quality Control equipments and systems for food preservation in order to increase the shelf life of food grain. To venture in the fields of Forward Trading and Exports of both surplus stocks of food grains in Central Pool and no-traditional commodities. To introduce state of art of financial management in order to reduce the dependency on the present banking system in the country. To initiate systems for settlement of storage loss and transit loss through insurance coverage and revised inventory mechanism. To develop efficiency in human resource management both in staff/officers and workers with changed circumstances in the work approach of P.S.U. s. To achieve state of art in computerized communication between different offices/ depots throughout the country.

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OPERATIONAL NETWORK

FCI operates through a country-wide network with its Corporate Office in New Delhi, 5 Zonal Offices, 23 Regional Offices practically in all the State capitals, 165 District Offices(as on 01.10.2008) and 1470 depots (as on 01.01.2007) Most of the Revenue Districts in the country are covered by FCI. It has a manpower of 33,473 officers and staff /employees as on 31.03.2010 and about 53,646 regular food handling workers besides approximately 1lakh food handling contract laborers being engaged by the Handling & Transport Contractors, as on 31.03.2010 The general superintendence, direction and management of the affairs and business of the Corporation shall vest in a board of directors which exercise all such powers as may be exercised or done by the Corporation under this Act. The board of directors, in discharging its functions, act on business principles having regard to the interest of the producer and consumer and shall guided by such instructions on questions of policy as may be given to it by the Central Government.

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PROCUREMENT The Govt. policy of procurement of Food grains has the broad objectives of ensuring MSP to the farmers and also ensuring availability of food grains to the weaker sections at affordable prices. It also ensures effective market intervention thereby keeping the prices under check and also adding to the overall food security of the country.

FCI, the nodal central agency of GOI, along with other State Agencies undertakes procurement of wheat, paddy and coarse grains under price support scheme and rice under statutory levy scheme. The procurement under Price Support is taken up mainly to ensure remunerative prices to the farmers for their produce which works as an incentive for achieving better productions. Before the harvest during each Rabi / Kharif Crop season, the Govt. of India announces the minimum support prices (MSP) for procurement on the basis of the recommendation of the Commission of Agricultural Coasts and Prices (CACP) which along with other factors, takes into consideration the cost of various agricultural inputs and the reasonable margin for the farmers for their produce.

To facilitate procurement of food grains, FCI and various State Agencies in consultation with the State Govt. establish a large number of purchase centers at various mandis and key points. The number of centers and their locations are decided by the State Governments, based on various parameters, so as to maximize the MSP operations. For instance for procuring Wheat & Rice, more than 14000 procurement centers were operated for each crop during 2009-10. Such extensive & effective price support operations have resulted in sustaining the income of farmers over a period and in providing the required impetus for higher investment in agriculture sector for improved productivity. Whatever stocks which are brought to the Purchase centers falling within the Govt. of Indias specifications are purchased at the fixed support price. If the farmers get prices better than the support price from other buyers such as traders / millers etc., the farmers are free to sell their
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produce to them. FCI and the State Govt. /its agencies ensure that the farmers are not compelled to sell their produce below support price.

QUALITY CONTROL AND SCIENTIFIC PRESERVATION

The Food Corporation of India has an extensive and scientific stock preservation system. An on-going program me sees that both prophylactic and curative treatment is done timely and adequately. Grain in storage is continuously scientifically graded, fumigated and aerated by qualified trained and experienced personnel.

Food Corporation of India's testing laboratories spread across the country for effective monitoring of quality of food grains providing quality assurance as per PFA leading improved satisfaction level in producers (farmers) and customers (consumers).

The preservation of food grain starts, the minute it arrives in the godowns. The bags themselves are kept on wooden crates/poly pallets to avoid moisture on contact with the floor. Further till the bags are dispatched/issued, fumigation to prevent infestation etc. of stocks is done on an average every 15 days with MALATHION and once in three months with DELTAMETHRIN etc. on traces of infestation, curative treatment is done with Al. PHOSPHIDE.

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FCI's testing laboratories spread across the country (188) ensure that the stored food grains retain their essential nutritional qualities as per FAQ.

District Labs Regional Labs Zonal Labs

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STORAGE MANAGEMENT Another facet of the Corporation's manifold activities is the provision of scientific storage for the millions of tons of food grains procured by it. In order to provide easy physical access in deficit, remote and inaccessible areas, the FCI has a network of storage depots strategically located all over India. These depots include silos, godowns and an indigenous method developed by FCI, called Cover and Plinth (CAP). CAP storage is a term given to storage of food grains in the open with adequate precautions such as rat and damp proof plinths, use of Dunn age and covering of stacks with specially fabricated polythene covers etc.

In order to reduce storage and transit losses of food grains and to bring additional resources through Private Sectors participations. Govt. of India had announced a National Policy on Handling Storage and Transportation of Food grains in June, 2004 for Bulk and conventional godowns. In the I phase, after a series of deliberations, it was approved that total capacity of lakhs MT be created at the identified based depots and field depots through private sector participation on Build-Own & Operate (BOO) Basis. RITES were appointed as consultants for the project. A letter of acceptance of proposal of the project in two circuits has been awarded to M/s. Advani Exports Ltd., the lowest bidder to complete the Project in 3 years from the date of execution of the service agreement.

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DISTRIBUTION OF FOODGRAINS UNDER PUBLIC DISTRIBUTION SYSTEM AND OTHER WELFARE SCHEMES
PUBLIC DISTRIBUTION SYSTEM

The concept of Public Distribution System in the country was evolved around 1942 due to shortage of food grains during 2nd World War and Government intervention in distribution of food started. This intervention of Government in distribution of food grains in the food scarcity period and, thereafter, continued in major cities, towns & certain food deficit areas. This policy of Public Distribution System/Rationing System has undergone several changes with every lap of Five Year Planning System in the country. The Seventh Five Year Plan assigned to it a crucial role by bringing the entire population under Public Distribution System and became a permanent feature in the country's economy.
1.1

The Government of India fulfills certain objectives of food security through Public Distribution at an affordable price. In the present scenario, Public Distribution System strives to meet the twin objectives - the price support to the farmers for their product and maintenance of stocks. It is against these stocks procured under price support that every month Government releases a prescribed quantity, in each State for distribution under Public Distribution System. This mission of the Government of India is brought into the reality at the operational level by FCI. The Sales Division communicates the said allocation to its Regional Offices. On receipt of sub-allocation from the State Government, the Regional Offices issue the instructions to the District Offices for releasing the stocks to the respective State Government /their nominees on prepayment basis at district level.

1.2 TARGETED PUBLIC DISTRIBUTION SYSTEM(T.P.D.S.)

Public Distribution System was widely criticized for its failure to serve the population below the poverty line, its urban bias, negligible coverage in the States with the highest concentration of the rural poor and lack of transport and accountable arrangements for delivery. Realizing this, the GOI has introduced the TPDS scheme w.e.f. 1.6.1997 (w.e.f. 1.5.1997 for the states of Tripura, Haryana and Gujarat) to streamline the PDS by issuing special cards to the families below the poverty line and selling essential articles under PDS to them at a specially subsidized prices with better monitoring of the delivery system. This quantity is issued as rice or wheat or combination of both at BPL prices. The States fix Consumer End Prices (C.E.P). At FPS level at not more than fifty paisa per Kg Over the Central Issue Price (CIP) particularly for the population below the poverty line. The States are also free to add the quantum coverage and the subsidy from their own resources. Common verities of rice are reserved exclusively for the population Below Poverty Line. 1.3 ANTYODAYA ANNA YOJNA
Govt. of India has decided to issue rice and wheat at the rate of Rs. 3/- per Kg and Rs. 2/- per Kg., respectively to the poorest strata of population out of the earlier identified BPL population.
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1.4 PRICING
The Government of India, Ministry of CA, F&PD has been fixing Central Issue Prices of wheat and rice from time to time which is uniform throughout the country.

1.5 VALIDITY Govt. of India is allocating food grains (wheat and rice) under Targeted Public Distribution System on monthly basis and issues allocation order for the financial-year wise and makes further revision, if any, from time to time. Ministry during February 2008 has revised the instructions to steam lining of procedure regarding issuance and revalidation/extension of validity period for lifting of food grains under TPDS. The validity period for lifting of allocated food grains under TPDS will be 50 days for each allocation month separately, starting from 1st day of the month preceding the allocation month and ending on 20th day of the allocation month. For example, the validity period for the allocation for April will be from 1st March to 20th April. Ministry has made it mandatory for State and UT Govt. to deposit the cost of food grains to FCI by 15th of the allocation month (crediting of the amount to the FCI accountable) and lifting is allowed within the validity period. Further, power delegated for extension of 15 days by Area Managers has been withdrawn and extension of validity period for 15 days can be granted only by Executive Director (Zone) in cases where State Govt. has deposited the entire cost of allotment before 15th of the allocation month and when full quantity of allocated food grains were not available during the validity period in the assigned or alternately assigned FCI depots. 1.6 QUALITY CONFIRMATION The food grains stocks are lifted by the State Govt. /their nominees. Before issue of the stocks, they are allowed to verify the stocks and get themselves satisfied about the quality. Three representative samples are drawn and sealed with joint seal from the stocks issued. One is given to the recipient for displaying at the issue/sale point and two are retained by the FCI, one for depot and the other for District Office. 1.7 WELFARE SCHEMES Food Corporation of India is also issuing food grains under various schemes of the Govt. of India viz. Mid-Day-Meal, Nutrition Program me, SC/ST/OBC Hostels, Welfare Institutions & Hostels, Annapurna, Sampoorn Gramin Rozgar Yojna (SGRY), National Food for Work Program me, Scheme for Adolescent Girls, Pregnant & Lactating Mothers and World Food Program me (WFP) etc.

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1.8 MID-DAY-MEAL (NATIONAL PROGRAMME OF NUTRITION SUPPORT TO PRIMARY EDUCATION) The GOI have introduced Mid Day Meal scheme- National Program me of Nutrition Support to Primary Education in Primary School in 2368 Employment Assurance Scheme (EAS)/ Revamped PDS Blocks/ Low Female Literacy Blocks w.e.f. 15 th August, 1995. Under this Scheme, every child is entitled to 3 kg wheat/rice per month at the rate of 100 gm per day. The food grains are issued by FCI to the nominees of the District Collector without charging any cost from them. However, FCI was raising the monthly bills with MOHRD for claiming the Economic Cost of food grains supplied to each State/UT during the month till 31.10.2000. With effect from 1.11.2000 food grains under this scheme are being released at the rates applicable to BPL families. A revolving fund to the tune of Rs. 300crores has already been provided to FCI by MOHRD. Strict Instructions have been issued to the issuing authorities that only good quality of food grains is issued under the scheme. The Ministry of HRD has also extended the NP-NSPE popularly called the Mid day Meal Scheme to the students studying in Primary classes (I to V) in Education Guarantee Scheme (EGS) centers and other alternative education in the States of West Bengal & Assam from January, 2003. From October 2007 the scheme has further extended up to middle standard (VI to VIII). Under this Scheme, every child is entitled to 150gm of food grains per school day.

1.9 ANNAPURNA SCHEME The Union Finance Minister in his Budget Speech for the year, 1999-2000, announced a program me of Food Security for the destitute of aged 65 years and above entitled "Annapurna " under which 10Kg of food grains pr month are to be provided, free of cost, to all indigent senior citizens who are eligible for Old Age Pension under the National Old Age Pension Scheme (NOAPS) but are, presently, not receiving the same. This scheme has been approved by the Govt. of India and has been launched from April 2000. The Nodal Agency for implementing this scheme was the Dept. of Rural Development in the Union Ministry of Rural Development and allocated funds under the said scheme in favour of all the States & UTs for the year 2000-2001. The food grain under this scheme is being issued at BPL rates w.e.f. 1.11.2000. Since, 2002-03 the Annapurna Scheme was transferred to the State Plan and no state-wise allocation of funds and food grains were made by the Ministry of Rural Development. Presently, the allotment under Annapurna Scheme is being made by Ministry of CAF&PD on monthly basis. 2.0 SAMPOORN GRAMIN ROZGAR YOJNA (SGRY) Govt. of India introduced Sampoorn Gramin Rozgar Yojna during October, 2001, covering two different schemes namely Jawaharlal Gramin Smriddhi Yojna (JGSY) & Employment Assurance Scheme (EAS). The said 2 schemes have now been merged and named as SGRY-normal. Besides this food grains are also allotted under Special Component of SGRY to drought / flood affected areas.

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2.1 VILLAGE GRAIN BANK SCHEME This scheme provides Grants for establishment of Village Grain Banks to prevent deaths of Schedule Tribes specially children in remote and backward tribal villages facing or likely to face starvation and also to improve nutritional standards. The scheme provides funds for building storage facility, procurement of weights & measures and for the purchase of initial stock of one quintal of food grains of local variety for each family. The allocation of food grains was made by the GOI, Ministry of Tribal Affairs during the year 2002-2003. Under this scheme food grains are allotted to States at free of cost. Allotment under this scheme has not been received during the year 2004-2005 to 2005-06. However, since 2005-06, the president sanctioned for the advance payment of amount towards food component to FCI at Economic cost of food grains and cash component to State Government as per approved scheme. 2.2 EMERGENCY FEEDING PROGRAM Under this scheme, Ministry of CAF&PD releases allocation of rice at BPL rates, for KBK Districts (Bolangir, Kalahandi, Koraput, Malkangiri, Nabarangpur, Naupada, and Rayagada & Sonepur) of Orissa State on monthly basis. Under this scheme, rice @ 7.5 kg/beneficiary/month is issued for 2lakh beneficiaries. This program me is monitored by Ministry of Social, Justice and Empowerment at Central level. 2.3 DEFENCE SERVICES Allocation of food grains (Wheat & rice) to defense which is made on quarterly basis is valid for 225 days i.e. 15 days before and 4 months after the designated quarter. The supplies are made on prepayment basis which was introduced w.e.f. 1.4.93 and the ASC supplies depots have to complete formalities of prior inspection of stocks, drawing Samples, obtaining results from CFL and payment from concerned CDA office. The supplies to Defense were made at CIP up to 31.3.97 and from 1.4.97 are made at ECONOMIC COST. In addition the Defense Authorities have also option to lift the stocks under the scheme OMSS (D) to meet their requirements.

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INTRODUCTION

An understanding to the Organization Culture Every organization has a particular system of working and it differs from other organizations. Some organizations may follow a time consuming procedure because it is more effective while others may believe in aggrandize working. These differences can be viewed by acknowledging the minute details of the organization. Elements of this culture can be seen in the employee attitudes and behavior. Even the dress code can sometimes deter the type of culture the organization follows. Managing a situation of crisis or conquest highly differs when we go from one organization to other. The way one reacts to diverse circumstances also comes under the organizational culture. We can say that the organization teaches its employees the methods to combat situations. If you change jobs and compare the organizations, you will find a drastic change in the working environment. Some organizations have stringent rules in terms of their dress code, mannerisms, policies, etiquettes, etc. and on the other hand some companies believe in giving freedom to its employees and do not emphasize on details. On the basis of the rules, the employee attitudes flicker. Culture depends on beliefs and the beliefs vary. For example some organizations promote long working hours to augment performance while others believe that long shifts can deteriorate performance. The concept of ethics is also governed by the organizational culture. If the employee feels secured by a work culture, then he/she can imbibe it in their daily routine and if they are not, then it becomes difficult to adapt. It is said that culture is the widening of the mind and the spirit. It teaches a lot of things that can help one progress in their career as well as personal life. The information age has arrived in full force and technology along with all of its advancements is here to stay. Even though businesses seem to be all about numbers and making a fast buck, companies are again realizing the immeasurable significance of their human workforce. The recent awareness of organizational culture theory is evidence that the time has come to write meaning and emotion back into organizations.

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DEFINITION:Organization work culture is a descriptive term which is concerned with how employees perceive the characteristics of an organizations culture, not with whether or not they like them. This appraisal of the organization on its characteristics gives a composite picture of the organizations culture. This picture in turn becomes the basis for feelings of shared understanding that members have about the organization, how things are done in it, and the way members are supposed to behave. Robbins and Sanghi MEANING:Its a system of shared meaning and beliefs held by organizational members that determines, in large degree, how they act. It represents a common perception held by the organizations members. Just as tribal cultures have rules and taboos that dictate how members will act toward each other and outsiders, organizations have cultures that govern how its members should behave. In every organization, there are systems or patterns of values, symbols, rituals, myths, and practices that have evolved over time. These shared values determine to a large degree what employees see and how they respond to their world. When confronted with problems or work issues, the organizational culture the way we do things around here- influences what employees can do and how they conceptualize, define, analyze, and resolve issues.

IMPORTANCE:People are affected by the culture in which they live. Similarly, an individual working for any organization with a firmly established culture will be taught the values, beliefs, and expected behaviors of that organization. There is at least some sound evidence that variations in cultural values may have a significant impact on employee turnover and possibly employees job performance. Hence the study of organizational culture is important for the understanding and practice of organizational behavior.

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CLASSIFICATION OF CULTURES:1. Role Cultures are highly formalized, bound with regulations and paperwork and authority and hierarchy dominate relations. 2. Task Cultures are the opposite, the preserve a strong sense of the basic mission of the organization and teamwork is the basis on which jobs are designed. 3. Power Cultures have a single power source, which may be an individual or a corporate group. Control of rewards is a major source of power. Handy points out that these types are usually tied to a particular structure and design of organization. A role culture has a typical pyramid structure. A task culture has flexible matrix structures. A power culture has web like communications structure. Cultural analysis brings to centre stage a rich vein of behaviors and stands on its head much of the conventional wisdom about organizations. Stories, legends, rituals and heroes are key elements of organizational functioning and may actually serve more important objectives than formal decision making. We need to consider in more depth the different ways in which culture has been used in organization study. Wilson and Rosen field (1990) distinguish two schools of thought: 1. The analytical school stresses the context and history of the organization and how culture acts as a socializing force controlling the behavior of members. 2. The applicable school view culture in terms of commitment to central goals and as a means of managing successful organizational change.

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TITLE OF THE STUDY A comprehensive study on the Organization Culture.

OBJECTIVE OF THE STUDY The purpose of conduction the survey is to gather information about the present status of various areas namely:-

Working Environment: - viz.., cleanliness, noise pollution free, availability of necessary resources etc. Communication: - viz.., awareness about the goals & objectives, information about the rules & regulations etc Motivation: - viz.., giving changes to display employees potential. Training & Development: - viz.., weather organization gives proper job related trainings & organization helps in improving the standards of living or not? Technology: - viz.., organization has proper communication channels, organization has work support system etc Safety Measures & Miscellaneous: - viz.., proper safety instructions are provided or not, safety rules are followed or not in the organization etc.

This survey would help in knowing the strengths & weakness of the organization & thereafter-proposed measures would be taken to develop a stress free, cooperative & healthy work culture

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SCOPE & SIGNIFICANCE Conducting survey is an excellent method of collecting feedback to ensure staff is successfully coordinating with the leaders. Such surveys can be distributed: In paper based form By e-mail In todays highly competitive & globalization era it has become essential for any organization to study the organization culture to enhance the satisfaction level of employees & to develop a stress free cooperative & healthy work culture. The presentation is an attempt towards exploring ways to identify measures that can better realign the job satisfaction measures towards a harmonized & stress free work environment.

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REVIEW OF LITERATURE Most learning in organizations occurs at the level of individuals. In order for learning to occur, there must be an alteration in behavioral intentions as a result of experience from trying to attain the policy objectives. The concept of organizational culture has become popular since the early 1 980s. Along with the growing interest in the topic, there seems to be little agreement within the literature as to what organizational culture actually is and, therefore, there are different definitions and perspectives on this topic. Some define organizational culture as the observable behavioral rules in human interaction; some as the dominant values in an organization; others as a consistent perception within an organization. As a summary, Yanagi (1994, p. ii) stated that organizational culture can be defined as philosophies and values shared by the members of organizations and their behavioral patterns for translating them into practical actions. Culture is a coherent system of assumptions and basic values, which distinguish one group or organization from another and orient its choices. Hence, organizational culture implies a pattern of basic assumptions invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems. From another point of view, organizational culture might be seen as a means of stabilizing behavior. In An allegorical view of organizational culture , a group of organizational researchers noted that an organizations culture has to do with shared assumptions, priorities, meanings and values with patterns of beliefs among people in organizations. Some people see such a culture as emerging to solve problems posed by situations that people encounter in organizational settings; others see a culture as the ways in which people cope with experience. Some talk of it as a social glue. T hose who express sensitivity to the idea of organizational culture say that what it does is sensitizes people to the softer, less tangible, more subtle aspects of organizational life. Talking about organizational culture seems to mean talking about the importance for people of symbolism of rituals, myths, stories, and legends and about the interpretation of events, ideas and experiences that are influenced and shaped by the group within which they live. This approach draws peoples attention to artifact s in organizations and the meanings attached to them, and to an awareness of history, of the past in organizations having a bearing on the present and the future in those organizations. Although many ideas about organizational culture seem to be shared by organizational researchers, there are important differences and even disagreements. For example, some see the term Organizational culture as a metaphor organizations are like cultures and they try to understand the attributes of culture that might be relevant to organizations in terms of a symbolic process. Others see organizational culture as a thing, an objective entity (organizations have cultures) that can be examined in terms of variables (independent and dependent) and linked to other things such as performance, satisfaction, and organizational effectiveness. There is disagreement as to where the organizational culture originates, whether the unconscious mind plays a role, whether there is a single organizational culture or many cultures, whet her an organizations culture or cultures can

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be managed, whether organizations have cultures, or are places to study cultures, whether and how organizational cultures can be studied and whether they should be studied at all. Numerous other definitions of organizational culture have been put forward which resemble one another only in their vagueness. It seems that no single element is detachable that might enable the organizational culture to be measured. The way we do things around here might be the most common sense and easy-to understand definition of organizational culture. However, it oversimplifies the concept and misses powerful underlying concepts and processes. It is better to regard organizational culture as referring to the shared assumptions, beliefs, values and norms, actions as well as artifacts and language patterns in an organization. It should be regarded as an acquired body of knowledge about how to behave and shared meanings and symbols, which facilitate everyones interpretation and unde rstanding of how to act within an organization. Culture is the unique whole, the heart and soul that determines how a group of people will behave. Cultures are collective beliefs that in turn shape behavior. A strong culture is one that is internally con sistent, is widely shared, and makes it clear what it expects and how it wishes people to act and behave. An important point made by some researchers while exploring the concepts and definitions of organizational culture is the stress that culture is a dynamic, evolving process, not at all static. Morgan (1986), for example, argued that culture must be understood as an active, living phenomenon through which people create and recreate their worlds. Schein (1989) also stated that organizational culture changes over time and becomes more embedded into the out -of-awareness functioning of an organisation. Both Morgan and Scheins views imply that key individuals have a crucial role to play in shaping and refining the culture. Schein (1989, p. 2) claimed that organizational culture are created by leaders and one of the most decisive functions of leadership may well be the creation, the management, and if and when that may become necessary the destruction of culture. Although the main focus of this research is culture at the organizational level, it is also important that due attention be given to the broader external societal, cultural context within which organizations are embedded. Cultures are layered as stated by researchers. Cultures permeate many levels of social life simultaneously. Some aspects of culture are nearly universal, like the high value placed on family bonds and good childcare. Other cultural themes are characteristic of whole regions of the world (regional culture). Sometimes latent stereotypes and the historical events that fostered them help to distinguish the cultural traditions of different locals and groups. Organizational culture, therefore, has to be viewed in a broader perspective, with due consideration given to the interrelation or the linkages between cultural themes at the regional, national, organizational and individual levels. Despite the various definitions and perspectives on organizational culture, one thing is universal amongst most of them, and that is the shared natu re of the beliefs, philosophies, norms etc. In essence, many claimed that the function of organizational culture is to create a feeling of esprit de corps within the organization. If this is so, then we should attempt to examine why organizational culture is regarded so important and valuable.

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RESEARCH METHODOLOGY
Research methodology is the systematic way to solve the research problem. It gives an idea about the various steps adopted by the researcher in a systematic manner with an objective to determine various manners.

UNIVERSE
The Universe of the study was the employees of FOOD CORPORATION OF INDIA, Regional Office, Jaipur.

SAMPLE SIZE
Sample size is 75 employees.

DATA COLLECTION Instruments Primary Data:A questionnaire was developed for the purpose of the study. This had two parts. The questionnaire had thirty questions capturing employees responses to the various variables of interest. The second part of the questionnaire used five-point Likert scales. When a Likert scale is used, the item is presented as a declarative sentence, followed by response items that indicate varying degrees of agreement with or endorsement of the statement. Likert scale is widely used in instruments measuring opinions, beliefs, and attitudes (DeVellis, 1991).

Secondary data:No secondary data was available.

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SAMPLING TECHNIQUE
The questionnaires were distributed to the employees of FOOD CORPORATION OF INDIA, JAIPUR. The nature of sampling was purposive. Probability sampling technique is used, in which Stratified Random Sampling is used.

DATA ANALYSIS
ASSESSMENT OF ORGANIZATION CULTURE AND EMPLOYEE ATTITUDES Most of the statements in the second part of the questionnaire were analyzed 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 SUGGESTIONS TO IMPROVE THE ORGANIZATION

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.

RESULTS AND DISCUSSION

An analysis of the data collected from FOOD CORPORATION OF INDIA, Jaipur resulted in the findings presented below. The various statements given in the questionnaire are listed, followed by the percentage of: POSITIVE NEGATIVE &

NEUTRAL responses to each. Please note:

For each statement, the number of non-missing responses out of a total of 75 is given as valid responses; the percentages given are calculated for these valid responses only. For some of the statements, a small percentage of the valid responses might not fall in the prescribed scale of 1 to 5. These percentages have not been explicitly mentioned as they are negligible.

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STATEMENTS AND PERCENTAGE SUMMARIES OF RESPONSES

WORKING ENVIRONMENT Q1. In the recent past, there have been some improvements in the organization?

Valid responses: 75 Interpretation: 81.33% of the respondents agree or strongly agree that there have been some improveme nts in the organization in the recent past 9.34% disagree or strongly disagree with this 9.33% are neutral or undecided From the above findings it can be seen that most of the employees agree with the managements assertion that there have been some improvements in the organization in the recent past.

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Q2. People have more freedom in their work?

Valid responses: 75 Interpretation: 90.67 % of the respondents agree or strongly agree that they have more fre edom in their work 9.33 % disagree or strongly disagree

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Q3. The work environment is pleasant?

Valid responses: 75 Interpretation: 68% of the respondents agree or strongly agree that the work environment is pleasant 14.33 % disagree or strongly disagree 18.67% are neutral or undecided on the above issue

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Q4. The necessary tools & resources are easily available & accessible?

Valid responses: 75 Interpretation: 80% of the respondents agree or strongly agree that necessary tools & resources are easily available & accessible 10.67% disagree or strongly disagree 9.33 % are neutral or undecided on the above issue

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Q5. Proper facilities are available near work place?

Valid responses: 75 Interpretation: 73.33 % of the respondents agree or strongly agree that proper facilities are available near at work place 9.33% disagree or strongly disagree 17.34% are neutral or undecided on the above issue

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COMMUNICATION
Q1. There is more open communication within the organization.

Valid responses: 75 Interpretation: 90.67% of the respondents agree or strongly agree that there is more open communication within the organization 9.33% are neutral or undecided on the above issue

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Q2. You are well informed about the rules & regulations from time to time?

Valid responses: 75 Interpretation: 93.33% of the respondents agree or strongly agree that they are informed about the rules & regulations 6.67% disagree or strongly disagree

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Q3. Information provided related to your work plan is easy to understand?

Valid responses: 73

Interpretation:
93.15 % of the respondents agree or strongly agree that information related to their tasks is understand 4.10% of the respondents disagree or strongly disagree with this statement 2.75% are neutral or undecided about this issue

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Q4. Your suggestions are considered by the senior officials?

Valid responses: 60 Interpretation: 90 % of the respondents agree or strongly agree 5 % disagree or strongly disagree with the statement 5 % are neutral or undecided

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Q5. There is a good communication within your group?

Valid responses: 75 Interpretation: 100 % agree or strongly agree Employees have very good communication within their sections/departments.

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Q6. There is good communication between different departments in the organization?

Valid responses: 75 78.67% agree or strongly agree 8% disagree or strongly disagree 13.33 % are neutral or undecided Each of the specific aspects of improvement such as more freedom at work, higher receptivity to feedback, more open communication, greater clarity of roles and jobs, less bureaucracy and more flexibility in the organization and pleasantness of the work environment, has also received a high percentage of endorsement.

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MOTIVATION
Q1. In the recent past, your attitude towards your work and / or the organization has become more positive?

Valid responses: 75 Interpretation: 61.33% of the respondents agree or strongly agree that in the recent past, their attitude towards their work and / or the organization has become more positive 24% of the respondents disagree or strongly disagree with this statement 14.67 % are neutral or undecided about this issue A large majority of the respondents agree that their attitude towards their work and / or the organization has become more positive.

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Q2. The work has become more interesting?

Valid responses: 75 Interpretation: 46.67% of the respondents (who have admitted a positive change in attitude) agree or strongly agree that the change in their attitude is because the work has become more interesting 28% disagree or strongly disagree 25.33 % are neutral or undecided on the above issue

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Q3. You are now receiving appreciation for your work?

Valid responses: 75 Interpretation: 73.34% agree or strongly agree that this positive change in attitude is because they are now receiving appreciation for their work 13.33% disagree or strongly disagree 13.33 % are neutral or undecided on the above issue

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Q4. You now have the knowledge and / or the skills to do your job properly?

Valid responses: 75 Interpretation: 89.33 % agree or strongly agree that this positive change in attitude is because they now have the knowledge and / or the skills to do their job properly 10.67 % are neutral or undecided on the above issue

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Q5. You feel you are spending your time more usefully than before?

Valid responses: 75 Interpretation: 70.67 % agree or strongly agree that this positive change in attitude is because they feel they are spending their time more usefully than before 16% disagree or strongly disagree 13.33 % are neutral or undecided on the above issue Responses to queries on the possible reasons for improvement in positive attitude, revealed that a large majority of the respondents agreed that this was because the work had become more interesting, they were now receiving appreciation for their work, they now had the knowledge and / or the skills to do their jobs properly, their jobs / roles were now clearer than before, and they felt they were spending their time more usefully than before.

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TRAINING & DEVELOPMENT

Q1. The organization is providing adequate and appropriate training?

Valid responses: 75 Interpretation: 82.67 % of the respondents agree or strongly agree that the organ ization is providing adequate and appropriate training 10.67 % disagree or strongly disagree 6.64 % are neutral or undecided on the above issue

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Q2. Organization helps in improving your standard of living?

Valid responses: 70 Interpretation: 58.67% agree or strongly agree 18.67% disagree or strongly disagree 16 % are neutral or undecided

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Q3. Training emphasis on theoretical knowledge?

Valid responses: 75 Interpretation: 69.33 % agree or strongly agree 13.33% disagree or strongly disagree 17.34 % are neutral or undecided More than three-fourths of the respondents agreed that they felt that training emphasis on theoretical knowledge.

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TECHNOLOGY

Q1. New methodologies of work have been introduced in the organization?

Valid responses: 75 Interpretation: 54.67% of the respondents agree or strongly agree that new methodologies of work have been introduced in the organization 12 % disagree or strongly disagree 6.67% are neutral or undecided on the above issue

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Q2. Organization has proper communication channel?

Valid responses: 75 Interpretation:

89.33% agree or strongly agree 4% disagree or strongly disagree 6.67 % are neutral or undecided

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Q3. Organization has worker support system?

Valid Responses: 75 Interpretation: 65.33% agree or strongly agree 14.67% disagree or strongly disagree 20% are neutral or undecided

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Q4. Use of new technology improves productivity?

Valid Responses: 75 Interpretation: 89.33 % agree or strongly agree 6.67% disagree or strongly disagree 4 % are neutral or undecided

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SAFETY MEASURES & MISCELL.

Q1. Proper safety instructions are displayed at the required places?

Valid responses: 72 Interpretation: 72.22% agree or strongly agree 6.94% disagree or strongly disagree 20.83 are neutral or undecided

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Q2. There is full preparedness to handle major emergencies?

Valid responses: 75 Interpretation: 52% agree or strongly agree 20 % disagree or strongly disagree 28 % are neutral or undecided

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Q3. Safety Equipment is properly maintained?

Valid responses: 75 Interpretation: 60 % agree or strongly agree 16 % disagree or strongly disagree 24% are neutral or undecided

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Q4. Proper medical facilities & consultation are available?

Valid responses: 75 Interpretation: 54.67 % agree or strongly agree 24 % disagree or strongly disagree 21.33 % are neutral or undecided

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Q5. Proper canteen facilities are available?

Valid responses: 75 Interpretation: 44 % agree or strongly agree 29.33 % disagree or strongly disagree 26.67% are neutral or undecided

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Q6. Good pension & insurance schemes are available?

Valid responses: 75 Interpretation: 28 % agree or strongly agree 53.33% disagree or strongly disagree 18.67 % are neutral or undecided

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SUGGESTIONS

Q1. What are your suggestions for improving your organization still further?
The most-often repeated suggestions indicate the most pressing problems / areas for improvement, and are presented below: 1) Carrier Training Program should be included in all the sections. 2) Latest technology should be engaged to improve the performance of the staff. 3) Sufficient Human Resource should be employed to perform the tasks smoothly & systematically. 4) Unwanted delay in promotion leads to frustration & demotivation of the employees so it should be avoided. 5) Incentives should be given in order to encourage & motivate the employees. 6) Strict supervision is needed to discourage smoking in office premises. 7) Canteen facility should be proper in order to save time & money of the employees. 8) Cleanliness is important to create a healthy atmosphere in the organization. 9) Salary is low in comparison to other PSUs; it should be at least equivalent to other PSUs in order to bring good Human Resource. 10) Pension plan should be improved.

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.

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SUMMARY AND CONCLUSIONS

This section summarizes the findings of the study and draws conclusions from them, which lead to recommendations for the management of the FOOD CORPORATION OF INDIA, Jaipur. It also mentions the limitations of the study.

FINDINGS AND CONCLUSIONS The perceptions of the employees about the organization culture at FCI Jaipur, were assessed. It appears that the organization has a single strong culture, which is perceived favorably by the employees. The attitudes of the employees towards their jobs as well as towards the organization are also positive.

ORGANIZATION CULTURE
As stated earlier, an organizations culture is the shared perception that organizational members have about its characteristics. From the responses it can be seen that there is a high degree of agreement on how the various aspects of the organization are perceived. Perhaps the most important is the agreement that there have been several improvements in the organization in the recent past. The emphasis has been on improved receptivity to feedback, more openness of communication, introduction of new methodologies of work, better clarity of roles and jobs, as well as adequacy and appropriateness of training. To a lesser degree, the respondents also agree that they have more freedom in their work, and that the work environment is pleasant. The respondents have also indicated satisfaction with the motivation, as well as trust in the management. In addition, there is considerable awareness about the organizations vision and purpose.

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EMPLOYEE ATTITUDES TOWARDS THE JOB & THE ORGANIZATION

The respondents attitudes towards their jobs are positive, with a majority of the respondents agreeing that there has been an improvement in their attitudes in the recent past. Among the reasons for this positive improvement are the following: the work has become more interesting, their jobs / roles are now clearer than before, they now have the knowledge / skills to do their jobs properly, and they feel they are spending their time more usefully than before. To a lesser degree, the fact that they now receive appreciation for their work has also helped to improve their positive attitude. For the very small minority of people who disagree with the statement that their attitudes have become more positive, the predominant reasons for the lack of improvement in their attitudes have been lack of appreciation for their work and the fact that they do not find their work interesting. With regard to the organization, a vast majority of the respondents have a strong sense of belonging, and they take pride in working for the organization. Most of them feel comfortable working here. However, it is to be noted that a sizeable minority of the respondents have indicated that they feel stress or pressure to perform, and that they do experience some fear and insecurity while working.

RECOMMENDATIONS
Since the organization is perceived to be effective, and since most of the respondents have positive feelings about it, the management should take care to maintain the current way of working, and ensure that it does not regress to the old bureaucratic model. It might however help to look into the reasons behind some of the employees experiencing stress as well as fear / insecurity. If the triggering factors for these feelings could be identified and dealt with, employee dissatisfaction, poor performance, absenteeism and even attrition, could be prevented. In addition, on the basis of some of the most-often repeated suggestions from the respondents, the following recommendations are made: There should be a proper system in place for regular monitoring and review of the work of the employees. The focus on training should continue. More days should be allotted for training, and the schedules should be intimated in advance. Employees feel the need for training on computer skills, as well as on other relevant areas such as personality development, time management and administration, in addition to work-related training.

LIMITATIONS OF THE STUDY

The study is not at all free from drawbacks & it is having some major drawbacks such as: Respondent engaged in busy schedule Respondents unwillingness to answer Time Constraints is main factor Lacking of structured interview

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BOOKS
1. Common, Richard (2004) 'Organisational learning in a political environment', Policy Studies Journal, 25 (1): 35-49. 2. Easterby-Smith, M. (2000) Organizational Learning: Debates Past, Present and Future, Journal of Management Studies, 37 (6): 783-796. 3. Greve, H. R. (2003) Organizational Learning from Performance Feedback: A Behavioural Perspective on Innovation and Change. Cambridge: Cambridge University Press. 4. Leeuw, Frans L., Rist, Ray C. and Sonnichsen, Richard C. (eds) (1994) Can governments learn?: comparative perspectives on evaluation and organizational learning. New Brunswick, NJ: Transaction Publishers. 5. McNabb, David E. (2007) Knowledge management in the public sector: a blueprint for innovation in government. Armonk, NY: M.E. Sharpe. 6. Moynihan, DP and Landuyt, N (forthcoming) How do Public Organizations Learn?: Bridging Cultural and Structural Perspectives, Public Administration Review. 7. Olsen, Johan P. and Peters, B. Guy (eds) (1996) Lessons from experience: experiential learning in administrative reforms in eight democracies. Oslo: Scandinavian University Press. 8. Rashman, L. and Hartley, J. (2002) Leading and learning? Knowledge transfer in the beacon council scheme, Public Administration, 80 (3): 523-542. 9. Rose, Richard (2004) Learning from comparative public policy: a practical guide. New York: Routledge. 10. Vince, R and Broussine, M (2000) Rethinking organisational learning in local government, Local Government Studies, 26 (1): 15-30. 11.Wallace, M., Fertig, M. and Schneller, E. (2007) Managing Change in the Public Services. Oxford: Blackwell Publishing.

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REFERENCES
1. Addicott, R., McGivern, G. and Ferlie, E. (2006) Networks, organizational learning and knowledge management: NHS cancer networks, Public Money & Management, 26 (2): 87-94. 2.Bartlett, D., Corrigan, P., Dibben, P., Franklin, S., Joyce, P., McNulty, T. and Rose, A. (1999) Preparing for Best Value, Local Government Studies, 25 (2): 102-118. 3. Bate, P. and Robert, G. (2002) Knowledge management and communities of practice in the private sector: lessons for modernizing the National Health Service in England and Wales, Public Administration, 80 (4): 643-663. 4. Berends, H., Boersma, K. and Weggeman, M. (2003) The structuration of organizational learning, Human Relations, 56: 10351056. 5. Berry, C. and Grieves, J. (2003) To change the way we do things is more important than the certificate on the wall: does Investors in People represent an effective intervention strategy for Blank, Jos L.T. (ed.) (2000) Public provision and performance: contributions from efficiency and productivity measurement. Amsterdam, Oxford: Elsevier.

WEBSITES
www.algt.com.au www.dest.gov.au www.dpc.wa.gov.au www.fciweb.nic.in www.google.com www.psm.act.gov.au

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Annexure - 1

QUESTIONNAIRE
Date: //. Age: .. Sex: .

You are required to answer the questions related to the following areas:A. B. C. D. E. F. Working Environment Communication Motivation Training & Development Technology Safety Measures & Miscellaneous

Instructions for filling the questionnaire are as follows: Please tick marks the appropriate box The options are as follows: A. Strongly Agree B. Agree C. Neutral D. Disagree E. Strongly Disagree across each statement.

In case of any doubt, you can leave that question.

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(A)Working Environment
Q1. In the recent past, there have been some improvements in the organization? (A). (B). (C). (D). (E).

Q2. People have more freedom in their work? (A). (B). (C). (D). (E).

Q3. The work environment is pleasant? (A). (B). (C). (D). (E).

Q4. The necessary tools & resources are easily available & accessible? (A). (B). (C). (D). (E).

Q5. Proper facilities are available near work place? (A). (B). (C). (D). (E).

(B) Communication

Q1. There is more open communication within the organization? (A). (B). (C). (D). (E).

Q2. You are well informed about the rules & regulations from time to time? (A). (B). (C). (D). (E).

Q3. Information provided related to your work plan is easy to understand? (A). (B). (C). (D). (E).

Q4. Your suggestions are considered by the senior officials? (A). (B). (C). (D). (E).

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Q5. There is a good communication within your group? (A). (B). (C). (D). (E).

Q6. There is good communication between different departments in the organization? (A). (B). (C). (D). (E).

(C) Motivation
Q1. In the recent past, your attitude towards your work and / or the organization has become more positive?

(A).

(B).

(C).

(D).

(E).

Q2. The work has become more interesting? (A). (B). (C). (D). (E).

Q3. You are now receiving appreciation for your work? (A). (B). (C). (D). (E).

Q4. You now have the knowledge and / or the skills to do your job properly? (A). (B). (C). (D). (E).

Q5. You feel you are spending your time more usefully than before? (A). (B). (C). (D). (E).

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(D) Training & Development

Q1. The organization is providing adequate and appropriate training? (A). (B). (C). (D). (E).

Q2. Organization helps in improving your standard of living? (A). (B). (C). (D). (E).

Q3. Training emphasis on theoretical knowledge? (A). (B). (C). (D). (E).

(E) Technology

Q1. New methodologies of work have been introduced in the organization? (A). (B). (C). (D). (E).

Q2. Organization has proper communication channel? (A). (B). (C). (D). (E).

Q3. Organization has worker support system? (A). (B). (C). (D). (E).

Q4. Use of new technology improves productivity? (A). (B). (C). (D). (E).

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(F) Safety Measures & Miscellaneous

Q1. Proper safety instructions are displayed at the required places? (A). (B). (C). (D). (E).

Q2. There is full preparedness to handle major emergencies? (A). (B). (C). (D). (E).

Q3. Safety Equipment is properly maintained? (A). (B). (C). (D). (E).

Q4. Proper medical facilities & consultation are available? (A). (B). (C). (D). (E).

Q5. Proper canteen facilities are available? (A). (B). (C). (D). (E).

Q6. Good pension & insurance schemes are available? (A). (B). (C). (D). (E).

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Suggestions
Q1. What are your suggestions for improving your organization still further?

(Signature)

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Annexure - 2 FCIs ORGANIZATIONAL STRUCTURE

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