TABLE OF CONTENT
S.NO CHAPTER CHAPTERIZATION PAGE
NO NO
1 I INTRODUCATION 3
2 NEED OF STUDY 14
3 SCOPE OF THE STUDY 14
4 OBJECTIVES OF THE STUDY 15
5 15
LIMITATION
6 II REVIEW OF LITERATURE 16
7 III RESEARCH METHODOLOGY 23
8 IV INDUSTRY PROFILE 25
9 COMPANY PROFILE 25
10 V RESEARCH DATA ANALYSIS AND 30
INTERPRETATION
11 VI RESEARCH FINDINGS AND CONCLUSIONS 48
12 VII SUGGESSTION AND RECOMMONDATION 54
13 VIII BIBLIOGRAPHY 56
1
, ABSTRACT
The topic of the project is ‘A Study on ‘Organizational development’ and its Impact on
employees’ behaviour’. It brings out the behavioural aspect of the employees working in
Hyundai Motors India Ltd. The main objective of the study is to find the overall performance
of the employees.
The research design used in this study is descriptive research design. Data from 100
people were collected as population study. Data was collected by survey method through
structured questionnaire with close ended questions. The primary data was obtained through
questionnaire and secondary data from the company records and through internet.
The purpose of the survey process is to provide a more accurate assessment of the
existing development from the employees’ point-of-view and also to assess their behaviours
with respect to that of the existing development.
The development of an organisation consists of the values and beliefs of the people in
an organisation. The organisational development usually has values and beliefs that support
the organisational goals. Organizational development has an impact on employee’s
satisfaction.
The analysis was done through simple percentage analysis and weighted average
method. From the analysis it was found that the employees of HMIL were much satisfied with
their interpersonal relationships, co-ordination and integration between various departments
of the organization, and also the rewards & incentives given by their management. But the
management has to provide more practical sessions in training programmes to improve their
performance in their respective fields. Such training programmes will help them to enhance
their knowledge in the respective fields.
2
, CHAPTER 1
INTRODUCTION
Organizational development
Organisational development (OD) is defined by practitioners and theorists in different ways,
due in part to its complexity. Essentially, it is a deliberately planned, organisation-wide effort
to increase an organisation’s effectiveness and/or to enable an organisation to achieve its
strategic goals. The concept formally emerged in the 1950s (though some theories date
back to 1920) and is generally credited to psychologist Kurt Lewin. It encompasses both the
theory and practice of planned, systemic change in the attitudes, beliefs and behaviour of
employees through long-term training programmes. It is often described as action-oriented.
Typically, it starts with careful organisation-wide diagnosis of the status quo and needs.
It is inherently interdisciplinary, drawing upon techniques from the behavioural sciences,
predominantly sociology and psychology (including theories of learning, motivation and
personality). Emerging related fields include capacity development, systems thinking,
complexity thinking, clinical epidemiology and organisational learning.
There is increasing recognition that it is in fact the network of relationships, and the
collaboration between organisations and individuals operating in their social, political,
cultural and economic contexts, often referred to as ‘institutions’, that generate real change.
This means recognising that OD needs to include work at both the higher ‘institutional’
and lower ‘personal’ level to be effective.
Though we currently have no definite method for measuring an organization’s development,
preliminary research suggests that development can be analyzed by assessing how an
organization rates on ten characteristics. They have been identified as follows:
History and Application of Organizational Development Theory
OD emerged out of human relations studies from the 1930s where psychologists realized that
organizational structures and processes influence worker behavior and motivation.
Lewin's work in the 1940s and 1950s also helped show that feedback was a valuable tool in
addressing social processes.
3
, More recently, work on OD has expanded to focus on aligning organizations with their rapidly
changing and complex environments through organizational learning, knowledge
management and transformation of organizational norms and values.
Key Concepts of Organizational Development Theory
Organizational Climate
Defined as the mood or unique "personality" of an organization.
Attitudes and beliefs about organizational practices create organizational climate and
influence members' collective behaviour.
Climate features and characteristics may be associated with employee satisfaction,
stress, service quality and outcomes and successful implementation of new programs.
Climate features and characteristics include.
Leadership, openness of communication, participative management, role clarity, and
conflict resolution, leader support and leader control.
Organizational Development
Deeply seated norms, values and behaviors that members share. The five basic elements of
development in Organizations include:
1. Assumptions
2. Values
3. Behavioural patterns
4. Behavioural norms
5. Artifacts
The subjective features (assumptions, values and norms) reflect members' unconscious
thoughts and interpretations of their organizations.
The subjective features shape the behaviors and artifacts take on within organizations.
Organizational Strategies
A common OD approach used to help organizations negotiate change, i.e. action research,
consists of four steps.
1. Diagnosis
Helps organization identify problems that may interfere with its effectiveness
and assess the underlying causes.
4
S.NO CHAPTER CHAPTERIZATION PAGE
NO NO
1 I INTRODUCATION 3
2 NEED OF STUDY 14
3 SCOPE OF THE STUDY 14
4 OBJECTIVES OF THE STUDY 15
5 15
LIMITATION
6 II REVIEW OF LITERATURE 16
7 III RESEARCH METHODOLOGY 23
8 IV INDUSTRY PROFILE 25
9 COMPANY PROFILE 25
10 V RESEARCH DATA ANALYSIS AND 30
INTERPRETATION
11 VI RESEARCH FINDINGS AND CONCLUSIONS 48
12 VII SUGGESSTION AND RECOMMONDATION 54
13 VIII BIBLIOGRAPHY 56
1
, ABSTRACT
The topic of the project is ‘A Study on ‘Organizational development’ and its Impact on
employees’ behaviour’. It brings out the behavioural aspect of the employees working in
Hyundai Motors India Ltd. The main objective of the study is to find the overall performance
of the employees.
The research design used in this study is descriptive research design. Data from 100
people were collected as population study. Data was collected by survey method through
structured questionnaire with close ended questions. The primary data was obtained through
questionnaire and secondary data from the company records and through internet.
The purpose of the survey process is to provide a more accurate assessment of the
existing development from the employees’ point-of-view and also to assess their behaviours
with respect to that of the existing development.
The development of an organisation consists of the values and beliefs of the people in
an organisation. The organisational development usually has values and beliefs that support
the organisational goals. Organizational development has an impact on employee’s
satisfaction.
The analysis was done through simple percentage analysis and weighted average
method. From the analysis it was found that the employees of HMIL were much satisfied with
their interpersonal relationships, co-ordination and integration between various departments
of the organization, and also the rewards & incentives given by their management. But the
management has to provide more practical sessions in training programmes to improve their
performance in their respective fields. Such training programmes will help them to enhance
their knowledge in the respective fields.
2
, CHAPTER 1
INTRODUCTION
Organizational development
Organisational development (OD) is defined by practitioners and theorists in different ways,
due in part to its complexity. Essentially, it is a deliberately planned, organisation-wide effort
to increase an organisation’s effectiveness and/or to enable an organisation to achieve its
strategic goals. The concept formally emerged in the 1950s (though some theories date
back to 1920) and is generally credited to psychologist Kurt Lewin. It encompasses both the
theory and practice of planned, systemic change in the attitudes, beliefs and behaviour of
employees through long-term training programmes. It is often described as action-oriented.
Typically, it starts with careful organisation-wide diagnosis of the status quo and needs.
It is inherently interdisciplinary, drawing upon techniques from the behavioural sciences,
predominantly sociology and psychology (including theories of learning, motivation and
personality). Emerging related fields include capacity development, systems thinking,
complexity thinking, clinical epidemiology and organisational learning.
There is increasing recognition that it is in fact the network of relationships, and the
collaboration between organisations and individuals operating in their social, political,
cultural and economic contexts, often referred to as ‘institutions’, that generate real change.
This means recognising that OD needs to include work at both the higher ‘institutional’
and lower ‘personal’ level to be effective.
Though we currently have no definite method for measuring an organization’s development,
preliminary research suggests that development can be analyzed by assessing how an
organization rates on ten characteristics. They have been identified as follows:
History and Application of Organizational Development Theory
OD emerged out of human relations studies from the 1930s where psychologists realized that
organizational structures and processes influence worker behavior and motivation.
Lewin's work in the 1940s and 1950s also helped show that feedback was a valuable tool in
addressing social processes.
3
, More recently, work on OD has expanded to focus on aligning organizations with their rapidly
changing and complex environments through organizational learning, knowledge
management and transformation of organizational norms and values.
Key Concepts of Organizational Development Theory
Organizational Climate
Defined as the mood or unique "personality" of an organization.
Attitudes and beliefs about organizational practices create organizational climate and
influence members' collective behaviour.
Climate features and characteristics may be associated with employee satisfaction,
stress, service quality and outcomes and successful implementation of new programs.
Climate features and characteristics include.
Leadership, openness of communication, participative management, role clarity, and
conflict resolution, leader support and leader control.
Organizational Development
Deeply seated norms, values and behaviors that members share. The five basic elements of
development in Organizations include:
1. Assumptions
2. Values
3. Behavioural patterns
4. Behavioural norms
5. Artifacts
The subjective features (assumptions, values and norms) reflect members' unconscious
thoughts and interpretations of their organizations.
The subjective features shape the behaviors and artifacts take on within organizations.
Organizational Strategies
A common OD approach used to help organizations negotiate change, i.e. action research,
consists of four steps.
1. Diagnosis
Helps organization identify problems that may interfere with its effectiveness
and assess the underlying causes.
4
