2. Define and describe Mission, Objectives, Goals, and Strategy in organizational context.

Briefly explain the strategy formulation process in an organization you have worked for or familiar with. Briefly describe the organization you are referring to. Answer Mission (Statement of business) A mission statement sets out the business vision and values that enables employees, managers, customers and even suppliers to understand the underlying basis for the actions of the business. States the business reason for the organization's existence. It does not state an outcome, contains no time limit or measurement. It provides basis for decisions on resource allocation and appropriate objectives. It defines current and future business in terms of product, score, customer, reason, and market price. An effective mission statement should be able to tell your organization story and ideals. Here are some basic guidelines in writing a mission statement: 1 A mission statement should say what your organization is, what you do, what you stand for and why you do it. . 2 The best mission statements tend to be 3-4 sentences long. 3 Avoid saying how great you are, what great quality and what great service you provide. 4 Make sure you actually believe in your mission statement, if you don't, it's a lie, and your customers will soon realize it.

Objectives(How to plan to achieve the desired results.) Objectives give the business a clearly defined target. Plans can then be made to achieve these targets. It also enables to describe activities to accomplish to achieve goal and measure the progress towards to its stated aims. It focuses on critical organization issues and milestones. Measurable in terms of whether or not they are achieved. They may be changed when necessary for progress towards goals. The most effective business objectives meet the following criteria: (SMART)

Specific objectives are aimed at what the business does, e.g. a hotel might have an objective of filling 60% of its beds a night during October, an objective specific to that business. Measurable the business can put a value to the objective, e.g. 10,000 in sales in the next half year of trading. Agreed by all, those concerned in trying to achieve the objective. Realistic the objective should be challenging, but it should also be able to be achieved by the resources available.

Time specific they have a time limit of when the objective should be achieved, e.g. by the end of the year. Goals (Results to be achieved) It describes ideal states (target) to be achieved at some intermediate time bound. Defined consistent with and related directly to vision and mission. Goals are expressed in very specific quantitative and qualitative terms.It provides a path for converting plans into individual task and action, and for motivating people. One useful scheme for describing organizational goals was provided by Charles Perrow. He has identified the following types of organizational goals: Officials goals. These goals are the formally stated goals of an organization described in its charter and annual reports and they are emphasized in public statements by key executives. Operative goals are the outcomes that the organization actually seeks to attain through its operating policies and activities. Operational goals Organizational goals define the performance objectives and desired behaviors within an organization.

However, a typical social organization today has multiple stakeholders-groups of people, and consequently has multiple goals, which, at times, may be mutually conflicting. According to Perrow, multiple organizational goals can be classified into four major categories: Output goals. These goals are the "end product," such as consumer products, services, health care, or education. System goals. System goals relate to the organization itself, and they consist of such things as growth, stability, profit, efficiency, market share. Product goals. Product goals consist of the characteristics of the goods or services, such as quality, styling, uniqueness, variety, and price. Derived goals refer to the way an organization uses its power and influence to achieve other social or political goals (such as employee welfare, community services, or political aims).

All goals have four components: 1. Derived from the objective which seeks to fulfill, 2. An index or standard for measuring progress and performance 3. A target or hurdle to be achieved, and 4. A time limitwithin which has to be achieved.

Strategy Strategy formulation refers to the process of choosing the most appropriate course of action for the realization of organizational goals and objectives and thereby achieving the organizational vision. The process of strategy formulation basically involves six main steps. Though these steps do not follow a rigid chronological order, however they are very rational and can be easily followed in this order.

1. Setting Organizations objectives - The key component of any strategy statement is to set the long-term objectives of the organization. It is known that strategy is generally a medium for realization of organizational objectives. Objectives stress the state of being there whereas Strategy stresses upon the process of reaching there. Strategy includes both the fixation of objectives as well the medium to be used to realize those objectives. Thus, strategy is a wider term which believes in the manner of deployment of resources so as to achieve the objectives. . Once the objectives and the factors influencing strategic decisions have been determined, it is easy to take strategic decisions. 2. Evaluating the Organizational Environment - The next step is to evaluate the general economic and industrial environment in which the organization operates. This includes a review of the organizations competitive position. It is essential to conduct a qualitative and quantitative review of an organizations existing product line. The purpose of such a review is to make sure that the factors important for competitive success in the market can be discovered so that the management can identify their own strengths and weaknesses as well as their competitors strengths and weaknesses. After identifying its strengths and weaknesses, an organization must keep a track of competitors moves and actions so as to discover probable opportunities of threats to its market or supply sources. 3. Setting Quantitative Targets - In this step, an organization must practically fix the quantitative target values for some of the organizational objectives. The idea behind this is to compare with long term customers, so as to evaluate the contribution that might be made by various product zones or operating departments. 4.Aiming in context with the divisional plans - In this step, the contributions made by each department or division or product category within the organization is identified and accordingly strategic planning is done for each sub-unit. This requires a careful analysis of macroeconomic trends. 5. Performance Analysis - Performance analysis includes discovering and analyzing the gap between the planned or desired performance. A critical evaluation of the organizations past performance, present condition and the desired future conditions must be done by the organization. This critical evaluation identifies the degree of gap that persists between the actual reality and the long-term aspirations of the organization. An attempt is made by the organization to estimate its probable future condition if the current trends persist.

6. Choice of Strategy - This is the ultimate step in Strategy Formulation. The best course of action is actually chosen after considering organizational goals, organizational strengths, potential and limitations as well as the external opportunities Mott MacDonald is a large global management, engineering and development consultancy. A consultancy contains experts who provide advisory services in a variety of fields. The Mott MacDonald Group was formed in 1989 when two consultancy businesses merged. The organization, I am referring is

Today Mott MacDonalds business spans 120 countries and employs more than 13,000 staff. Its experts work on thousands of projects across the world in many areas. These include transport, energy, buildings, water, the environment, health, education and communications. Creating strategic direction

Mission Mott MacDonald's mission is: Providing customer satisfaction Through professional excellence Giving commercial success And employee fulfillment Vision 'To be the consultant of choice in our global marketplace'.

Key point Highly skilled consultants work in engineering, environmental science, economics, project management, health and safety, risk management, IT and education. Marketing strategy Differentiation strategy: Differentiation helps an organization to develop a unique business strategy.

Strategy and objectives Mott MacDonald operates a rolling strategic plan that looks ahead over a five-year period and is updated every year. The five-year plan is an example of 'top down' planning it sets targets and the direction for the companys business units. At the same time, the business units contribute to the planning process from the bottom-up through their annual business plans.

As Mott MacDonald is an employee-owned company, employees help to decide what areas they would like the business to focus on. This might mean the business takes on projects that do not provide a return on investment in the short term, but which help to position the business in the market in the longer term. The five-year plan covers all areas of importance to the business. These include financial growth, markets, services, customers, partners, sustainability and staff development. For each of these areas Mott MacDonald has specific business objectives. By taking into account the mission, vision and values, business managers set SMART objectives. These help ensure that the business can measure its performance accurately. For example Mott MacDonalds engineering consultants supported a project in Malaysia where floods and traffic congestion have caused problems in the central business district of Kuala Lumpur, the capital. 1. Setting objective To solve problems in the central business district of Kuala Lumpur caused by floods and traffic congestion Aiming in context with the divisional plans - In this step, the contributions made by each department or division or product category within the organization is identified and accordingly strategic planning is done for each sub-unit. This requires a careful analysis of macroeconomic trends.

2. Choice of Strategy The solution is the Storm water Management And Road Tunnel by coincidence, also called SMART. This project is a world-first. The tunnel is 9.7 kilometers long and diverts the floodwaters away from the city center. The 3 kilometer middle section of the tunnel also acts as a two-deck motorway to help relieve traffic congestion. When the tunnel is full with water, the road section closes. Mott MacDonald designed the dual-purpose section of the tunnel and helped solve the technical solutions to challenges linked with excavating out the entire tunnel. By providing expertise from across the Mott MacDonald Group, the consultants worked with the local teams to share knowledge and solve a local problem with a sustainable and innovative solution. 3. The results of the project showed whether they had achieved them:

Performance Analysis:

S - what do we want to achieve? Kuala Lumpur needed continuous access to its business district.

M - how will we know if it has achieved the right result? The traffic congestion and flooding will not happen again. A - do we have the right resources to carry this out? Mott MacDonald helped to procure the specialized equipment for the excavation. R - does it address the problem? The proposed solution solved both the flooding and congestion problems. T - what is the deadline? The first phase was to be completed in 2005 and the second in 2007.

4. What are the factors which influence the structure of an organization and how? Explain with specific example known to you or familiar with. Briefly describe the situation and the factors which specifically influenced the choice of organization structure. Briefly describe the organization/s, you are referring to. Answer Organizational structure is the framework companies use to outline their authority and communication processes. The framework usually includes policies, rules and responsibilities for each individual in the organization. Several factors affect the organizational structure of a company. These factors can be internal or external. Small business owners must be responsible for creating their companies organizational structure framework. Business owners may use a management consultant or review information from the Small Business Administration before setting up their organizational structure. Important factor to be considered for designing organization structure of modern organization

Size Size is many times the driving factor for a companys organizational structure. Smaller or home-based businesses do not usually have a vast structure because the business owner is usually responsible for all tasks. Larger business organizations usually require a more intense framework for their organizational structure. Companies with more employees usually require more managers for supervising these individuals. Highly specialized business operations can also require a more formal organizational structure. Life Cycle The Companys life cycle also plays an important part in the development of an organizational structure. Business owners attempting to grow and expand their companys operations usually develop an organizational structure to outline their companys business mission and goals. Businesses reaching peak performance usually become more mechanical in their organizational structure. This occurs as the chain of command increases from the business owner down to frontline employees. Mature companies usually focus on developing an organizational structure to improve efficiency and profitability. These improvements may be the result of more competitors entering the economic marketplace.

Strategy An organizations strategy is its plan for the whole business that sets out how the organization will use its major resources. An organization's structure is the way the pieces of the organization fit together internally. It also covers the links with external

organizations such as partners. For the organization to deliver its plans, the strategy and the structure must be woven together seamlessly. Business strategies can also be a factor in a companys organizational structure development. High-growth companies usually have smaller organizational structures so they can react to changes in the business environment quicker than other companies. Business owners may also be reluctant to give up managerial control in business operations. Small businesses still looking to define their business strategy often delay creating an organizational structure. Business owners are usually more interested in setting business strategies rather than developing and implementing an internal business structure.

Business Environment The environment is the world in which the organization operates, and includes conditions that influence the organization such as economic, social-cultural, legal-political, technological, and natural environment conditions. Environments are often described as either stable or dynamic. In a stable environment, the customers' desires are well understood and probably will remain consistent for a relatively long time. Examples of organizations that face relatively stable environments include manufacturers of staple items such as detergent, cleaning supplies, and paper products. In a dynamic environment, the customers' desires are continuously changingthe opposite of a stable environment. This condition is often thought of as turbulent. In addition, the technology that a company uses while in this environment may need to be continuously improved and updated. An example of an industry functioning in a dynamic environment is electronics. Technology changes create competitive pressures for all electronics industries, because as technology changes, so do the desires of consumers. In general, organizations that operate in stable external environments find mechanistic structures to be advantageous. This system provides a level of efficiency that enhances the long-term performances of organizations that enjoy relatively stable operating environments. In contrast, organizations that operate in volatile and frequently changing environments are more likely to find that an organic structure provides the greatest benefits. This structure allows the organization to respond to environment change more proactively. Technology Advances in technology are the most frequent cause of change in organizations since they generally result in greater efficiency and lower costs for the firm. Technology is the way tasks are accomplished using tools, equipment, techniques, and human know-how.

In the early 1960s, Joan Woodward found that the right combination of structure and technology were critical to organizational success. She conducted a study of technology and structure in more than 100 English manufacturing firms, which she classified into three categories of core-manufacturing technology: Small-batch production is used to manufacture a variety of custom, made-to-order goods. Each item is made somewhat differently to meet a customer's specifications. A print shop is an example of a business that uses small-batch production. Mass production is used to create a large number of uniform goods in an assembly-line system. Workers are highly dependent on one another, as the product passes from stage to stage until completion. Equipment may be sophisticated, and workers often follow detailed instructions while performing simplified jobs. A company that bottles soda pop is an example of an organization that utilizes mass production. Organizations using continuous-process production create goods by continuously feeding raw materials, such as liquid, solids, and gases, through a highly automated system. Such systems are equipment intensive, but can often be operated by a relatively small labor force. Classic examples are automated chemical plants and oil refineries. Small-batch and continuous processes had more flexible structures, and the best massproduction operations were more rigid structures. The company, I am referring to The Coca-Cola Company is truly global, and its main product is recognized and consumed worldwide. The Coca-Cola Company is the world's largest beverage company and is the leading producer and marketer of soft drinks. The Company markets four of the world's top five soft drinks brands: Coca-Cola, Diet Coke, Fanta and Sprite. The relationship between strategy and structure The goal of The Coca-Cola Company is 'to be the world's leading provider of branded beverage solutions, to deliver consistent and profitable growth, and to have the highest quality products and processes.' To achieve this goal, the Company has established six strategic priorities and has built these into every aspect of its business: 1. Accelerate carbonated soft drinks growth, led by Coca-Cola 2. Broaden the family of products, wherever appropriate e.g. bottled water, tea, coffee, juices, energy drinks 3. Grow system profitability & capability together with the bottlers 4. Creatively serve customers (e.g. retailers) to build their businesses 5. Invest intelligently in market growth 6. Drive efficiency & cost effectiveness by using technology and large scale production to control costs enabling our people to achieve extraordinary results every day.

There are many ways to structure an organization. For example, a structure may be built around:

The Coca-Cola Company, have built flexible structures which, wherever possible, encourage teamwork. For example, at Coca-Cola Great Britain any new product development (e.g. Coca-Cola Vanilla) brings together teams of employees with different specialisms.

function: reflecting main specialisms e.g. marketing, finance, production, distribution product: reflecting product categories e.g. bread, pies, cakes, biscuits process: reflecting different processes e.g. storage, manufacturing, packing, delivery.

At such team meetings, marketing specialists clarify the results of their market research and testing, food technologists describe what changes to a product are feasible, financial experts reports on the cost implications of change. The corporate segment -Head Office The Coca-Cola Company has a corporate (Head Office) segment that is responsible for giving the Company an overall direction and providing support to the regional structure.

Key strategic decisions at The Coca-Cola Company are made by an Executive Committee of 12 Company Officers. This Committee helped to shape the six strategic priorities set out earlier. The Chair of the Executive Committee acts as a figurehead for the Company and chairs the board meetings. He is also the Chief Executive Officer (CEO) and as such he is the senior decision maker. Other executives are responsible either for the major regions (e.g. Africa) or have an important business specialism e.g. the Chief Financial Officer.

As a company whose success rests on its ability to connect with local consumers, it makes sense for The Coca-Cola Company to be organised into a regional structure which combines centralisation and localisation. The Company operates six geographic operating segments also called Strategic Business Units (SBUs) - as well as the corporate (Head Office) segment.

Each of these regional SBUs is sub-divided into divisions. Take the European Union, SBU, for example. The UK fits into the Northwest Europe division. This geographical structure recognizes that:

At a more local level the management of The Coca-Cola Company involves a number of functional specialisms. The management structure for Great Britain illustrates this.

markets are geographically separated tastes and lifestyles vary from area to area. As do incomes and consumption patterns markets are at different stages of development.

The structure of Coca-Cola Great Britain combines elements of centralization and decentralization. Divisions and regions operate as business unit teams, with each Director reporting to the General Manager, i.e. Division President.

However, there is a matrix structure for each function e.g. the Finance Director in the GB Division reports to the GB President, but also to (dotted line) the Finance Director of North West Europe Division. In addition, functions within the Company operate across geographical boundaries to share best practice.

To take another example of local decision making at a regional (local) level the various SBUs are responsible for region-specific market research, and for developing local advertising, e.g. using the languages of the countries in which The Coca-Cola Company operates. A major region like Great Britain has its own marketing structure, organized as shown on the diagram.

Conclusion: If the Coca-Cola Company was operating in national level and is recognized and consumed within a particular country, it size would be comparatively small. In that scenario, structure of the company would commence from division level, as shown below:

Coca-Cola, a mature company, has long chain of command from business owner to frontline employee. Hence, it is more focus on developing an organizational structure to improve efficiency and profitability.

Most of the bottlers working with Coca-Cola Company has machine with updated technology, which ensure the fulfillment of business demand. Most of them have three strong department; technical, selling and distribution and Research and Development department. Example Innovation and organizational structure and working style Donna Phillips would have to commute more than two hours each day from her home in Camrose,aberta to the consulting firm where she works in st. Albert. Fortunately she has been able to cut that time down to about ten seconds. Philips is one of the 1.5 million Canadians who have become telecommuters. It gives me the opportunity to work in my field without having to commute, says Phillips, who has worked for Bradley wells consulting for the past two years from her home office. Its certainly far more desirable for me. Advancement of technology has made possible to knowledge worker to work from home rather than office, often without clients knowing it. Company has to adjust itself with new technology; as a result an organization has to modify its organization structure and working method Japan had increased by the end of 2002 the number of home based employees to 2000, nearly seven times of current worker of that time. The program targets about 10000 employees engaged in indirect departments such as personnel and accounting, as well as the marketing department. If realized, the company will have one in every five employees working at home in front of their PCs for more than one day per week, communicating with the company via email and telephone. The average commuting time of IBM Japan employees, round trip, is about two and half hours, the personnel group expects that, by switching to home based work employees will

have more time to spare, increasing their work efficiency and facilitating their health management efforts. IBM Japan is the first company in Japan to implement a home based work program on massive scale, targeting several thousand employees. (Source: the jillabour flash, 15 march 2002)

1.Retaining talent, inculcating sense of loyalty for maintaining efficiency in terms of profit generation, managing survival and growth, are some of the most difficult challenges before a professional manager in ever growing competitive business environment. Elaborate this statement; explain underlying concepts with examples from the organization you have worked for or familiar with. Briefly describe the situation and the organization, you are referring to. Answer Now a days Human resource is consider as vital resource of an organization. One motivated staff with power can change the whole organizations values and culture. Hence, it said that it is easy to hire 100 staffs but difficult retain a good one. Motivation may stem from personal interest such as keeping safe or from external factors such as praise and reward. Different theories have been suggested for motivating employees. Pay is considered a primary motivator. Other motivating factors include:

Benefits of motivated staff A motivated workforce will work harder and achieve greater output in less time, therefore reducing labour costs. It requires less supervision and demonstrates pride in its work, making a greater impact on the customer. Motivated employees have greater concentration and are less likely to make mistakes, cause accidents or be involved in conflict. They are also likely to show greater loyalty to the company and have less absenteeism. An unmotivated workforce will be the opposite, being dissatisfied with its role in the work environment. This can negatively affect both the quality of the work as well as how efficiently employees carry out their jobs. Organization I am referring to Tesco began in 1919 with one man, Jack Cohen, a market stallholder selling groceries in London. TESCO was formed out of a merger with T.E. Stockwell from whom he purchased tea for sale on the stall. The first store opened in 1929. Since then, Tesco has expanded across the world. It now has over 2,200 stores including hypermarkets and Tesco Express outlets to meet different customer needs. As a conglomerate Tesco also offers alternative goods and services such as insurance, banking and online shopping. With net profits of around 3.4 billion Tesco has become the largest British retailer and one of the world's

appreciation of hard work a sense of achievement responsibility and empowerment opportunity for advancement a sense of challenge and enjoyment. Full support (resource and human) Synchronization of company and personnel goal Career and succession planning for employee

leading retail outlets on three continents. Tesco's growth has resulted in a worldwide workforce of over 468,000 employees.

To support its growth, Tesco needs staff that are motivated, flexible and well-trained and who recognize customer needs. In turn, Tesco's employees are supported by the company in their various roles and at different levels - from customer assistants in stores to department managers; from warehouse employees to office and logistics staff. Tesco recognizes that employee motivation is important for the continued growth of the company. Tesco motivates its employees by increasing their knowledge, skills and job satisfaction through training and development and providing relevant and timely reward and recognition.

Tesco considers that the business depends on two groups of people customers and staff. It appreciates that staff are unique and have diverse lifestyles outside of work. To this end Tesco supports staff with a work/life balance and offers reward through:

Valuing employees Tesco has discovered that it is important to create trust and respect. It has found that by valuing employees, providing realistic goals, and an interesting environment for them to work in it; increases employees motivation.

flexible working free or reduced rate health benefits discount gym membership competitive salaries staff discount company share options.

Tesco's Employee Reward Program; has some similarity to Taylors theory. Its financial reward packages are one motivating factor. However, there are factors other than money which motivate people in both their personal and working lives. Tesco goes far beyond Taylor and gives more than just simple pay increases. It supports the varied lifestyles of individual employees through relevant and targeted benefits.

Employees are more motivated if they feel content in their work. This is exactly what Tesco followed; it created a good working environment where employees feel valued, generally through increased communication and being asked for their opinions. Employee motivation is also increased by investing in its staff through training and development. In turn this enhances their knowledge, skills and their sense of job satisfaction.

Measuring staff satisfaction Every year Tesco invites its staff to take part in a staff satisfaction survey called Viewpoint which gives them the opportunity to express their views on almost every aspect of their job. The results from the survey help Tesco make sure it is offering the right things to its staff to keep them motivated. Some of the benefits available to staff include:

Pension scheme this award-winning scheme provides clearly defined long term benefits

Lifestyle break this offers 4-12 weeks off work and guarantees the job back at the end Career break this allows staff between 6 months and 5 years away from work with right of return

Communication At Tesco the Mayo theory is seen to be operating throughout the company. Communication is an extremely important factor in motivating employees. This may be through 1-to-1 discussions with managers, through the company intranet or newsletters or through more formal structures such as appraisals. Line managers hold a daily Team Meeting to update staff on what is happening for the day and to give out Value Awards. These awards can be given from any member of staff to another as a way of saying thank you and celebrating achievements.

Motivation from training and development Tesco also promotes motivation through its many training and development opportunities. Everyone has access not just to the training they need to do their job well but also to leadership training to grow within the company. Tesco offers strategic career planning to help staff 'achieve the extraordinary'.

In 2009 Tesco appointed 3,000 managers 80% internally. As well as an annual career discussion with every employee, the company also emphasizes the development of the whole person and has implemented a system of 360 degree feedback. This is a personal development tool which provides feedback from a selection of people with whom the employee works. This helps employees to understand their behavior, strengths and weaknesses within the workplace as others see them. The idea of the program is to 'Take People with You' and 'To Gain the Hearts and Minds of Others' in order to improve individuals and get things done efficiently.

Conclusion Employee motivation is an important task for managers. Early motivational theory such as that of Taylor suggested that pay motivated workers to improve production. Tesco provides opportunities for its managers and staff to take a share and a greater interest in their own employment. Since every employee is an individual, with different needs and aspirations, the process of reviews and personal development plans allows recognition of their abilities and achievement, as well as potential development. This benefits the individual by providing career progression. It also benefits Tesco by ensuring the business can deliver high levels of customer service through its skilled employees. Managing survival and growth A manager has to seek continuous growth of an organization and has to tackle every obstacle that may risk organizations survival.Mainly, there are two set of factors, internal and external, that impinge upon films survival and growth. Internal factors: 1. 2. 3. 4. 5. 1. 2. 3. 4. 5. Choice of technology, Efficiency of labors, Competence of managerial staff, Company image, Financial resources and others

External factors:

Government policy, Laws and regulation, Changing customer tastes, Attitudes and values, increasing competition and other

EXAMPLE

Janakpur cigarette (JC) and Surya Tobacco (ST) JC and ST are two factories producing cigarettes and competing together for last 20 years. The two factories are engaged in a cut throat competition to become the number one cigarette manufacturer. JC is relatively older than ST. the JC manager says, we are public enterprise and have to follow the order of the concerned ministry in every respect. Many times we wait for replies from the line ministry to make decision on personnel. Marketing and finance related

issues. However, the manager adds employees working in this factory are having a feeling of more job security than with our competitor in the private sector.

The ST Manager presents a different view: our technology is modern, people are smart and they work in a competitive manner. Our employees are performance based and highly motivate. ST has recruited some the qualified employees from JC offering a higher salary at the time of beginning of production in the 1980s.

In order to compete in market JC employees have to work with a salary plus some benefits for increased sales based on the decision of the top management. In case of ST, the field manager can decide on the promotion and other formsof rewardsof its sales staff. Apart from a regular salary, the sales staffs are getting five times more than they do JCs field staff. Infact it is realized that JC employees work as salaried employees whereas ST employees work as more responsive to customer needs. In fact, JC sales staffs are or customer focused. Most of the pant supervisors working in ST pant are young and there is no great age gap among the supervisors. In JC, many supervisors are at the retiring age and 10 percent of the total supervisors are young and new recruits. There are many cases of conflict between old- aged and young employee in JC over the reward system as in ST. old aged supervisors are not interested in the reward system as they are in JC.

Being in Government Company, JC has toavoid unethical dealings with the customers; at the same time, we cannot go against the order of the government and our man interest should be in the long term job security of employees, the manager of JC believes. To protect business in the private sector, earning from sale is avital issue, therefore, whatever action or decisions the ST takes, it will not forget the profit and people, argues the ST Manager. Conclusion Internal factors like choice of technology, motivated staffs, efficient managers and company values; played important role in growth of ST Company. At same time, JC jeopardize its existence by following old traditional management system, retaining old technology, and old fashioned managers. External factor, like government policy, attitude toward the customers and increasing competitors were the most vulnerable factor of JC Company that jeopardizes their existence.

3. What are the determinants of organizational climate and culture? Briefly describe how these affect various functions of the organization. Explain with examples from the organization you have worked for or familiar with. Specifically describe the situations and main features of the organization you are referring to with respect to the concepts referred in this question. Answer Organizational climate (sometimes known as Corporate Climate) is the process of quantifying the culture of an organization. It is a set of properties of the work environment, perceived directly or indirectly by the employees, that is assumed to be a major force in influencing employee behavior Gardner (2000) reveals that organizational climate is the atmosphere that employees perceive in their organizations by practices, procedures and rewards. Stated simply, people respond to work environments in terms of how they perceive these environments and a key substantive condemn in perception is the degree to which individuals perceive themselves as being personally benefiting as opposed to being personally harmed (hindered) by their environment (Adler and Kwon 2002).

We can define Organizational culture as the pattern of beliefs, knowledge, attitudes, and customs that exists within an organization. Organizational culture can be supportive or unsupportive, positive or negative. It can affect the ability or willingness of employees to adapt or perform well within the organization. Organizational culture may result in part from senior management beliefs or from the beliefs of employees. Following are determinants of organizational climate and culture: 1. Economic condition 2. Leadership style 3. Organizational policies 4. Managerial values 5. Organizational values 6. Characteristics of members 7. Organizational size The company I am referring

Garud Securities P. Ltd. Garud Securities P. Ltd., a security company, was initiated as guard provider. Till date it 3000 security guards with Garud electronic security department and Garud Energy Department.

Their services apart from security guards are CCTV surveillance, remote access, alarm system, GSM security panel system, CMS system, alternative energy system.

Garud has been growing gradually from its commencement, so its economic condition. Initial they only provide uniform and security tools to their guards. As they are becoming economically sound, they are providing advance gadgets and transportation facilities to their guards. It has already initiated incentive and award system to motivate it guards. Garud is willing to invest in new training project with Malaysia for advancement its security service.

Sabal Chandra Shah, Managing Director, has a vital role for development of Garud. As we know the leadership style prevailing in an organization has a profound influence in progress of organization, different values and characteristics of Shah has directly influenced the organization. Maintaining order, criticizing poor performance of any guards, conducting training and orientation class to overcome any problem, exercising full authority and control are some his characteristics and values. Though full authority and control are usually discarded, but in case of securities company full authority leadership style are more effective. Garud has three departments 1. Garud support service 2. Garud electronic security system and 3. guard supplier

Different department has its own managers, and its specific function. MD and other managers organize meeting frequently, twice a week, to know and discuss current situation and progress of an organization. Nobody makes pro action decision. They always prepare short term objectives and perform accordingly to achieve it. With their economical and physical resources, they always want to try new projects. Recently, they have expanded their organization with electronic department which deals with electronic security system. Every worker does not have direct approach to higher level of organization, but there is certain procedures which help to call complain. Respective managers of department are responsible to discuss about their department shortcoming and problems. For easement of guards, if they have any personnel complains or difficulties working with current enrolled company, they can take help of GSS. GSS handles problems of its guards and clients, it save time of higher level management.

The environment of organization is alike with army and police service. Every worker should have trained in well known training organization, hence discipline, well mannered, activeness are key character of its worker. There is also age boundary, only people between

18 to 50 can continue the service. This type of policies and values have significant role in improvement of an organization. They have been upgrading their services using two practices: 1. Employee feed back The company hires limited numbers of trained guards annually. Then it allocates them to particular institutions, organization and personnel. Allocated guards worked as per companys rules and regulation. Company has different department for patrolling, surveillance, bouncers. In every meeting, employees interest are share, questioner and suggestions are placed. 2. Customer suggestion: This is an essential part of communication of any organization. An organization should be customer oriented, so customers suggestion, hint, idea are essential factors to be consider while taking a decision. The head of departments, in regular basis, do make personnel interaction with every client (most of them were banks, finance companies and VIPs)

From both practices what they have found is physical security is not enough and reliable. In another hand, Union and politics in guard are two main threats to company. In such scenario, with help of employee feedback and customer suggestions, they decided to expand. They added electronic security departments, which deal with CCTV surveillance, alarm system, electronic equipment related to security. Soon after expansion their clients raise by 69%, because client were assure that system like cctv will be provide proof if any incident occur. Even if there is human error, clients were comfort due to alarm system and electronic security system. Soon afterward, clients demanded different security system as per their requirement, like glass break sensor, motion sensor, magnetic door sensor, and patrolling services.