HARMONY - The Soul of Organisations

GALAXY International Interdisciplinary Research Journal__________________________ ISSN 2347-6915
GIIRJ, Vol.3 (1), JANUARY (2015), pp.17-31

HARMONY THE SOUL OF ORGANISATIONS
Prof. K. R. Subramanian,
Ph.D. Research Scholar,
UK Tech. University, Dehradun
Dr.D.S.Chaubey,
Professor & Dean,
Uttaranchal University, Dehradun.
Rani Ramaswamy
Senior Commerce Faculty
International Indian School
Saudi Arabia
Abstract
Harmony is the secret principle that controls life - be it at the personal or Organisational level.
Harmony manifests itself in good judgment and in the organizational context it means the efficiency
or effectiveness of taking right decisions timely and avoiding organizational confrontation and
conflict. Conflicts are a natural ingredient of any organization but do not mean there has to be conflict
for good management. A man who cannot get along with others is a man who cannot get along with
himself. One who finds faults with others does not have a high regard for himself and this loss of self
esteem is a cause of disharmony and conflict in organizations. Things are not as they appear to be,
thanks to the limited scope of human perception!
Instead of getting intimidated by organizational environments and circumstances if you first

harmonise the situation with discriminative wisdom in your mind, the outcome will take care of
itself! A harmonized mind produces harmony in this world of seeming disharmony; Harmony is a
prolific source of power.
This is true of any type of organization any structure that has interacting parts, from nature as a
whole to human relationships to corporate businesses and spiritual societies. Harmony is the soul of
an organization; disharmony is death.
Key words:
Harmony in organizations, conflict resolution, ingredient, perception. Cohesive
GALAXY International Interdisciplinary Research Journal____________________________ ISSN 2347-6915

INTRODUCTION
Harmony means the way parts combine well together or into a whole (from Greek Harmonica).
Musical Harmony is when a composer and or conductor achieve the successful combination of
musical notes, arranged and played simultaneously around the same melody. When harmony is
achieved, it means the composer achieved the successful combination of notes into a sound pleasing
to the ear (the intended market for the composers music).
As with music, business leaders, the composers and conductors of "the common sheet of music
for an organization" - its business strategy - also search for Harmony within their organizations. As
with an orchestra, even the best musicians and conductor will only create noise unless they are all
playing from the same Sheet of Music. Therefore, we can also use Harmony to describe an
organization where a leader or leadership team achieves the successful synchronization of each of
the parts of their organizations around doing what is best for the organization as a whole.
Sir Isaac Newton defined the foundation of all modern science in his famous quote: Natura valde
simplex est et sibi consona which, translated into English, means Nature is exceedingly simple and
harmonious with itself and which captures the two fundamental beliefs of the Hard Sciences. With
his "Theory of Constraints", Dr. Eli Goldratt introduced these fundamental beliefs of the hard
sciences and, as importantly, the thinking processes and methods of a scientist, to the world of
analyzing, improving and managing organizations and supply chains that appear to become more and
more complex and with many unresolved internal conflicts. Over the past 30 years, thousands of
organizations around the globe have shown how the application of these simple yet powerful beliefs,
thinking processes and methods can enable managers at all levels in the organization to SEE and
UNLOCK incredible inherent potential.
Organisations are groups of people with a common purpose. This simplistic and basic definition of an
Organisation gives us a clue that organization as a structure has to be glued or bound together
(Cohesive). This is the meaning and purport of harmonising the organization structure and activities.
The organization needs to focus on its purpose as multiple objectives which are not congruent with
the basic purpose will not be conducive for realizing the objectives for which they are created in the
first place. Let us see how the various components of an organization are harmonized with respect to
strategy and structure.
Review of Literature
Organisation Design and Strategy
In order to keep it simple the organization must focus on delivering strategic initiatives and plan. So
the orgnisational design must follow strategy and design the activities and roles of individuals and
groups for achieving the desired results. When your business is simplified and well defined, your
results will improve and your people will enjoy their work, since every day they come to work, they
do so to achieve great things.
You can test whether your organisation design is in harmony with your chosen strategy which can be
called as the Organisational Alignment Tool. It offers you a simple, yet methodical way to assess if

all the elements of your organisation design are fully aligned with your intended strategy. You can do
this at a company level, but it works equally well when looking at the organisation of specific
divisions, functions, departments or teams. There are Six key measures / questions you should ask
about your organisation design to discover how closely it is aligned with your strategy. The questions
you ask to yourself about the design is indicated against each element of the strategic measures
(Fig.1).
Structure: Looking at your organisation chart, does the way you divide up activities and
responsibilities into different functions and departments give you the best possible chance of
delivering your stated strategy? Do the reporting lines make sense? Does your current structure
hinder strategy delivery in any way?
Collaboration Model: Do different teams and functions collaborate effectively to ensure you make
good decisions that help deliver our strategy? Which connections work well and support your
strategy? Which ones hinder you from delivering your strategy?
Skills & Capabilities: What are the skills, knowledge and capabilities that your people need to
deliver your strategy? Do you already have these skills? Is your organisation designed to ensure you
develop these skills?
Ways of Working: What are the key values and behaviours you need from members of the
organisation? Does your culture support your strategy or hinder it? Is your organisation designed to
ensure that the right values, behaviours and ways of working are encouraged?
Measurement and Reward: Does the way you measure and reward teams and individual
performance help you deliver your strategy well? If not, how can it be improved?
Information & Resources: Do you provide people with the information and resources they need to
deliver your strategy and check that you are on track? If not, how can we improve in this regard?
Alignment Between Strategy and Structure
Make sure your strategy is well understood: Regularly test understanding of your strategy amongst
your people, by asking them to tell you what the company strategy is in their own words. If this test
reveals that the awareness is poor, invest more time, energy and creativity into communicating your
strategy.
There are three unbreakable rules when it comes to communicating your strategy well:
1. Simple: anyone in your company should be able to understand your strategy without having it
explained to them at great length. As a great copywriter once said: to explain is to fail
2. Inspiring: your strategy should capture hearts and minds and inspire people to do great things
that create value, every day. You need to think carefully about imaginative and impactful
ways to create a feeling of inspiration.

3. Repetitive: whilst we all hate duplication, communicating your strategy is the one occasion
where its virtually impossible to repeat your message too many times.
Figure 1: Strategy and structure
COLLABORATION
CAP
STRUCTURE ABI
LITI
ES
STRATEGY
INFORMATIO
N RESOURCES WAY OF
MEASUREMENT WORKING
AND REWARD
I Activities and Projects Contribute to the Strategy:
Ensure All
At board level, review the role that each function or department plays in delivering your strategy and
agree how that particular team creates value. Also ask each function or department to create an
Organisational Purpose Statement that clearly explains the overall role they play in helping the
company deliver its strategy. Again, review and sign off these statements at board level. Now ask
each departmental head/VP/director to review their current organisation design and all key activities
against this purpose statement, and prove that each element of their organisation is designed to
deliver the strategy.
They should review each activity (e.g. a project, process, task, report produced, etc.) and ask
themselves these questions:
1. How does this activity help our department meet its purpose and deliver our strategy?
2. Do we really need to do this activity at all? What if we stopped it all together?
3. Is there a smarter simple way to do this activity?
HARMONY AND INNOVATION

Innovation is inherently multidisciplinary. Successful innovation requires harmony; that is, a high
degree of communication, collaboration and cooperation.
Objectives and Research Methodology
Inspired by the greats like Sir Isaac Newton and Dr. Eli Goldratt (Famous auhor of Theory of
Constraints) researchers - the authors- wanted to find out the staus and effects of Harmony in
Organisations in the Uttarakhand area which was feasible for the study due to the availability of
suitable respondents to the Questionnaire specifically designed for this purpose.
The broad objectives can be stated as below:
1. To find out the level of awareness of the Concept of Harmony in organizations

2. To find the impact of organization structure and strategy in harmonising organizations
3. Evaluate the role of values and behaviors in organisatonal harmony
4. Investigate the Importance of synchronization of tactics and strategy
5. To assess the impact of Organisational environment in creating harmony
The Research methodology consist of getting feedback from respondents of industrial, business and
educational organizations in and around Dehradun area of Uttarakhand through a structured
Questionnaire ( Annexure I) with a sample size of about 200. Of this about 167 responses were found
valid and taken for Data Analysis carried out through Statistical techniques of Analysis of Means and
Bi-variate Analysis. Where appropriate Factor Analysis has been carried out to identify underlying
factors for improving organizational harmony. SPSS software is used for data analysis. Conclusions
from analysis and recommendations are also made at the end of the paper.
In order to assess the impact of various factors on harmony in organsations the responses received
through the structured questionnaire designed specifically for this purpose were analysed as indicated
below:
Data Analysis and Inferences:
Table 1: Age wise classification of respondents
Frequency Percent Valid Percent Cumulative

Percent
Up to 25 Years 22 13.2 13.2 13.2
25-35 Years 42 25.1 25.1 38.3
35-45 Years 75 44.9 44.9 83.2

Valid
45-55 Years 15 9.0 9.0 92.2
Above e 55 Years 13 7.8 7.8 100.0
Total 167 100.0 100.0

Table 1 -5 give a demographic profile of the respondents. It is seen that majority of the respondents
(83.2%) are young and middle aged up to 45 years.
Though the sample is dominated by male participation, it is not that the Conclusions are biased. Both
genders have responded equally and the sample is O.K. in this regard.

Table 2: Gender wise classification

Percent
male 102 61.1 61.1 61.1
Valid female 65 38.9 38.9 100.0
Total 167 100.0 100.0
Table3: Martial wise classification

Percent
married 103 61.7 61.7 61.7
Valid unmarried 64 38.3 38.3 100.0
Total 167 100.0 100.0
Table 4: Education wise classification

Percent
Under-Graduate 12 7.2 7.2 7.2
Graduate 38 22.8 22.8 29.9
Post-Graduate 24 14.4 14.4 44.3

Valid
Professional qualification, if
93 55.7 55.7 100.0
any
Total 167 100.0 100.0
Most of the respondents are graduates or otherwise professionally qualified up to about 92% so that
we can say that the feedback obtained is more reliable and representative
Table5: Income wise classification

Percent
Below Rs.15000 PM 11 6.6 6.6 6.6
Rs15001to Rs.25000 PM 83 49.7 49.7 56.3
Valid Rs.25001 to Rs.40, 000 PM 60 35.9 35.9 92.2
Rs.40, 000 To Rs60000PM 13 7.8 7.8 100.0
Total 167 100.0 100.0
Income classification is dominated by people who have a modest income of more than Rs.15, 000 a
month.

Table6 Level of Experience
Percent
0-1 Years 80 47.9 47.9 47.9
2-3 Years 56 33.5 33.5 81.4
3-5 years 25 15.0 15.0 96.4

Valid
5 to 10 years 5 3.0 3.0 99.4
10-15 years 1 .6 .6 100.0
Total 167 100.0 100.0

Table 7: Role in the Organisation

Percent
Manager 24 14.4 14.4 14.4
Supervisor 124 74.3 74.3 88.6

Valid
Others 19 11.4 11.4 100.0
Total 167 100.0 100.0
Table 8: Nature of Job in the organisation

Percent
Full Time 143 85.6 85.6 85.6
Valid Part Time 24 14.4 14.4 100.0
Total 167 100.0 100.0

Table 9: Reliability Statistics
Cronbach's Cronbach's N of Items

Alpha Alpha Based on
Standardized
Items
.909 .907 24
Table 10: KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .726

Approx. Chi-Square 3102.878
Bartlett's Test of Sphericity df 276
Sig. .000
In terms of organisational exposure both the less experienced new entrants and the more experienced
employees are represented in the sample to improve the validity of conclusions. Supervisory staff and

higher levels of employees have been considered for feed back to improve the validity of analysis and
conclusions thereof.
Table 11: Communalities
Initial Extraction
The individual goals are aligned with organization strategy in this organisation 1.000 .872
In this organization, an individual is aware of his role to achieve organization goals 1.000 .680
The current structure hinders achieving my goals 1.000 .698
There is cooperation among team members to achieve strategy 1.000 .677
The management is able to identify people who help achieving the organization
1.000 .783
strategy.
The management is able to identify members who hinder achieving strategy 1.000 .816
The employees have the skills to achieve the organizational goals 1.000 .834
My r organization is supportive of developing the skills 1.000 .690
Employees are aware of the key values and behaviors expected from them 1.000 .647
Our culture support such behaviors 1.000 .749
We have the supporting information system in my organization 1.000 .494
The performance reward system of organization support the behavioral changes 1.000 .677
Organisational performance appraisals are aligned to strategy. 1.000 .780
Organisation has a good performance measurement system 1.000 .603
Employees of this organization know clearly what is their role is to achieve strategy 1.000 .760
Employees are aware of how to do their job for achieving the goal 1.000 .758
I believe that strategy and tactic are inseparable pairs 1.000 .810
The recent changes have affected our roles 1.000 .755
I am well communicated about how the changes in our role will affect strategy 1.000 .679
There is time for gossip at our work place 1.000 .611
Employee always adhere to company policies 1.000 .802
Employees have cordial relationship with their colleagues 1.000 .720
Employees have conflict in their job. 1.000 .790
We have an environment where employees help their colleague who lacks the
1.000 .708
specific knowledge
Extraction Method: Principal Component Analysis.
Table 12: Total Variance Explained
Compo Initial Eigen values Extraction Sums of Squared Rotation Sums of Squared
nent Loadings Loadings
Total % of Cumulati Total % of Cumulat Total % of Cumulat
Variance ve % Varianc ive % Variance ive %
e
1 8.156 33.984 33.984 8.156 33.984 33.984 5.625 23.438 23.438
2 2.707 11.278 45.263 2.707 11.278 45.263 3.082 12.841 36.279
3 2.408 10.033 55.295 2.408 10.033 55.295 2.832 11.801 48.080

4 1.671 6.962 62.257 1.671 6.962 62.257 2.731 11.380 59.461
5 1.272 5.301 67.558 1.272 5.301 67.558 1.714 7.142 66.603
6 1.178 4.909 72.467 1.178 4.909 72.467 1.407 5.864 72.467
7 .969 4.036 76.503
8 .912 3.800 80.303
9 .790 3.291 83.594
10 .736 3.069 86.663
11 .546 2.273 88.936
12 .458 1.909 90.845
13 .400 1.668 92.512
14 .343 1.428 93.941
15 .312 1.298 95.239
16 .227 .944 96.183
17 .188 .785 96.968
18 .161 .673 97.641
19 .142 .593 98.234
20 .109 .453 98.687
21 .102 .426 99.113
22 .084 .351 99.465
23 .077 .321 99.785

24 .051 .215 100.000
a
Table 13: Component Matrix
Component
1 2 3 4 5 6
The individual goals are aligned with organization
.777 -.359
strategy in this organisation
Employees of this organization know clearly what is
.747
their role is to achieve strategy
The management is able to identify people who help
.723 -.427
achieving the organization strategy.
Organisational performance appraisals are aligned to
.721 -.377
strategy.
The performance reward system of organization
.709
support the behavioral changes

We have an environment where employees help their
.700
colleague who lacks the specific knowledge
Employees are aware of the key values and behaviors
.694 .328
expected from them
Organisation has a good performance measurement
.685 -.323
system
There is cooperation among team members to achieve
.666 -.308
strategy
The management is able to identify members who
.664 -.463
hinder achieving strategy
We have the supporting information system in my
.659
organization
My r organization is supportive of developing the skills .612 -.321 .388
Employees are aware of how to do their job for
.591 .545
achieving the goal
In this organization, an individual is aware of his role to
.561 -.487
achieve organization goals
The recent changes have affected our roles .531 .422 -.393
Employee always adhere to company policies .338 .768
I am well communicated about how the changes in our
.732
role will affect strategy
Employees have cordial relationship with their
.369 .704
colleagues
There is time for gossip at our work place .321 .477 .342 -.314
The employees have the skills to achieve the
.562 .640 .321
organizational goals
The current structure hinders achieving my goals .477 .635
Our culture support such behaviors .463 .495 .484
I believe that strategy and tactic are inseparable pairs .419 -.517 -.336 .402
Employees have conflict in their job. .443 .656

a. 6 components extracted.
a
Table 14: Rotated Component Matrix
Component
1 2 3 4 5 6
The management is able to identify members who hinder
.881
achieving strategy
The management is able to identify people who help achieving
.809
the organization strategy.
Employees of this organization know clearly what is their role is to
.774 .366
achieve strategy

There is cooperation among team members to achieve strategy .729
Organisation has a good performance measurement system .726
Employees are aware of how to do their job for achieving the

.654 .309 -.439
goal
The performance reward system of organization support the
.613 .397
behavioral changes
We have the supporting information system in my organization .586 .340
We have an environment where employees help their colleague

.557 .367 .392
who lacks the specific knowledge
Organisational performance appraisals are aligned to strategy. .503 .474 .493
The employees have the skills to achieve the organizational

.848 .308
goals
Our culture support such behaviors .821
My r organization is supportive of developing the skills .480 .655
Employees are aware of the key values and behaviors expected
.473 .609
from them
Employee always adhere to company policies .833 .304
Employees have cordial relationship with their colleagues .813
I am well communicated about how the changes in our role will
.761
affect strategy
There is time for gossip at our work place .502 .524
The recent changes have affected our roles .802
I believe that strategy and tactic are inseparable pairs .341 .710 -.399
The current structure hinders achieving my goals .479 .611
In this organization, an individual is aware of his role to achieve
.693
organization goals
The individual goals are aligned with organization strategy in this
.418 .552 .563
organisation
Employees have conflict in their job. .322 .818

Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 7 iterations.
TABLE 15: FACTOR ANALYSIS
Factor Name of Statements Factor

dimension loading
The management is able to identify members who hinder
achieving strategy .881
F1. ORGANISATIONAL
The management is able to identify people who help
STRUCTURE AND .809
achieving the organization strategy.

STRATEGY AND Employees of this organization know clearly what is their
ALIGNMENT WITH .774
PERFORMANCE
role is to achieve strategy
APPRAISAL AND There is cooperation among team members to achieve
REWARD SYSTEM .729
strategy
Organisation has a good performance measurement
.726
system
Employees are aware of how to do their job for
.654
achieving the goal
The performance reward system of organization support
.613
the behavioural changes
We have the supporting information system in my
.586
organization
We have an environment where employees help their
.557
colleague who lacks the specific knowledge
Organisational performance appraisals are aligned to
.503
strategy.
The employees have the skills to achieve the
ORGANISATIONA .848
L SUPPORT FOR
organizational goals
F2 EMPLOYEE
DEVELOPMENT Our culture support such behaviour .821
My organization is supportive of developing the skills .655

Employees are aware of the key values and behaviour
.609
expected from them
Employee always adhere to company policies .833
COMPANY
F3 POLICIES AND Employees have cordial relationship with their colleagues .813
CLARITY OF
COMMUNICATION I am well communicated about how the changes in our
.761
role will affect strategy
There is time for gossip at our work place .524
The recent changes have affected our roles .802

SYNCHRONISATIO
F4 N OF STRATEGY I believe that strategy and tactic are inseparable pairs .710
AND TACTICS
The current structure hinders achieving my goals .611

In this organization, an individual is aware of his role to
.693
achieve organization goals
F5 ROLE CLARITY The individual goals are aligned with organization strategy
.563
in this organisation
F6 CONFLICT
Employees have conflict in their job. .818
RESOLUTION
On finding that data is reliable and sample is adequate through the Chronbach Alpha and KMO tests
(Ref: Table 9 & 10) further FACTOR ANAYSIS of data was carried out for identifying the
underlying variables for creating organisational harmony. After carrying out analysis as indicated in
Tables 11- 14 through SPSS 20 software which led to identification of underlying factors as listed in
Table 15, the data analysis was completed and following conclusions and inferences were made:
Major factors or inherent variables which have an impact in creating and sustaining organizational
harmony were identified as given below:

1. Organisational structure and strategy & Alignment with Performance appraisal and review
systems
2. Organizational support and Commitment to employee development
3. Company policies and clarity of Communication
4. Synchronisation between organizational strategy and tactics
5. Role clarity for individuals in achieving organizational strategy
6. Harmonious system of conflict resolution
It is seen from the analysis of data that the above six factors have emerged as major contributors or
indicators of Organisational Harmony.
Conclusion and Recommendation
Creating and sustaining harmonious working conditions in organizations is of strategic importance to

organizations as seen clearly from the research feedback and data analysis. It is recommended that
organization structures are created considering the factors that contribute to sustaining the structure
through harmonious relations. Organisational policies, review systems and performance appraisal and
awards should reflect such intentions to create harmony. Role clarity of individuals, conflict
resolution and synchronistaion of tactics at functional levels has to keep in mind Harmony is the
soul of organizations
References
A. Books, Periodicals And Journal Articles
1. Gary E. Overvold, The Imperative of Organizational Harmony: A Critique of Contemporary

Human Relations Theory, Journal of Business Ethics,Vol. 6, No. 7 (Oct., 1987), pp. 559-
565,Published by: Springer
2. From Complexity To Simplicity, Simplicity, 3.39 Canterbury Court, Kennington Park
Business Centre,1-3 Brixton Road,London, SW9 6DE,020 7042 8400,
3. Dr.Eli Goldraft, Theory of Constraints,
4. Exfosys, How to maintain harmony in workplace, September11, 2011
5. Peoples, J and Bailey, G. 2012. Humanity: An Introduction to Cultural Anthropology, Ninth
Edition. Belmont, CA: Wadsworth. \
6. Hong, Y, Benet-Martinez, V, Chiu C, and Morris, M. 2003. Boundaries of Cultural
Influence: Constructive Activation as a Mechanism for Cultural Differences in Social
Perception. Journal of Cross-Cultural Psychology 34(4): 453-464.
7. Australian Bureau of Statistics. Census of Population and Housing. 2011
8. Ibid.
9. Australian Government Productivity Commission (PC), 2006. Economic Impacts of Migration
and Population Growth. Accessed 1 March 2013.
10. Australian Bureau of Statistics, 2011.
11. Department of Education, Employment and Workplace Relations (DEEWR), 2011. Ageing &
the Barriers to Mature Age Labour Force Participation in Australia. Accessed 1 March 2013.
12. Asialink, 2012. Developing an Asia Capable Workforce. Accessed 1 March 2013.
13. Elston, R. 2013. Job hunters change foreign sounding names. Accessed 7thJune, 2013.
14. Australian National University (ANU). 2009. Minorities find it harder to get jobs. Accessed
7 June 2013.

15. Paradies, Y, Chandrakumar, L, Klocker, N, Frere, M, Webster, K, Burrell, M, and McLean, P.
2009. Building on our strengths: A framework to reduce race-based discrimination and
support diversity in Victoria. Melbourne: Victorian Health Promotion Foundation.
16. Nino, C. (John OGrady). 1957. Theyre a Weird Mob, reprinted 2012, The Text Publishing
Company, Melbourne.
17. Stephens, J. and Bertone, S. 1995. Manufacturing Uncertainty: Non English Speaking
Background Women and Training, AGPS, Canberra: 1-179.
18. Hage, G. Introduction in G. Hage and R. Couch. 1999. The Future of Multiculturalism
Reflections on the Twentieth Anniversary of Jean Martins The Migrant Presence, The
Research Institute for Humanities and Social Sciences, University of Sydney, Australia.
19. Dunn, K. 2003. Racism in Australia: findings of a survey on racist attitudes and experiences
of racism. In The Challenges of Immigration and Integration in the European Union and
Australia. University of Sydney.
20. Bertone, S, Leahy, M. and Doughney, J. 2004. Equal Opportunity in the Victorian Public
Service: Working Towards Equity in Cultural Diversity, prepared for the Office of Public
Employment, Victoria, November: 1-33.
21. Bertone, S. and Monani, D. 2013. Diversity and Disadvantaged Workers in J. Teicher, P.
Holland & R. Gough (eds.) Employee Relations Management, third edition, Cambridge
University Press.
22. Junankar, P.N.R. and Mahuteau, S.E. 2005. Do Migrants get good jobs? New Migrant
Settlement in Australia. The Economic Record 81(255): S34-S46.
23. Kler, P. 2006. Graduate Overeducation and its effects among recently arrived immigrants to
Australia: a longitudinal Survey. International Migration 44(5): 93-122.
24. Trenerry, B., Hayley, F. and Paradies, Y. 2010. Creating Healthy Workplaces: Preventing
Race-Based Discrimination, Paper for VicHealth, Melbourne, Australia.
25. Wagner, R. and Childs, M. 2006. Exclusionary narratives as barriers to the recognition of
qualifications, skills and experience a case of skilled migrants in Australia. Studies in
Continuing Education 28 (1): 49-92.
26. Alan Bryman, (1984) "Leadership and Corporate Culture: Harmony and Disharmony",
Personnel Review, Vol. 13 Issue: 2, pp.19 23
27. Badaracco, J.L. (1992), Business Ethics: Four Spheres of Executive Responsibility
California Management Review, 34(3), 64-79.
B. Web References
1 www.jstor.org/stable/25071699
2 www.info@simplicity-consulting.com
3 www.itstopswithme.humanrights.gov.au
4 www.pc.gov.au/__data/assets/pdf_file/0006/9438/ migrationandpopulation.pdf
5 http://foi.deewr.gov.au/documents/ageing-and-barriers-labour-force-participation-australia
6 www.asialink. unimelb.edu.au/__data/assets/ pdf file/0008/619793/
Developing_an_Asia_Capable_Workforce.pdf
7 http:// news.anu.edu.au/2009/06/17/minorities-find-it-harder-to-get-jobs
8 www.sbs.com.au/news/article/1756370/Job-hunters-change-foreign-sounding-names


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GALAXY International Interdisciplinary Research Journal__________________________ ISSN 2347-6915

GIIRJ, Vol.3 (1), JANUARY (2015), pp.17-31

Instead of getting intimidated by organizational environments and circumstances if you first

Harmony in organizations, conflict resolution, ingredient, perception. Cohesive

GALAXY International Interdisciplinary Research Journal____________________________ ISSN 2347-6915

GALAXY International Interdisciplinary Research Journal____________________________ ISSN 2347-6915

Alignment Between Strategy and Structure

GALAXY International Interdisciplinary Research Journal____________________________ ISSN 2347-6915

Figure 1: Strategy and structure

HARMONY AND INNOVATION

GALAXY International Interdisciplinary Research Journal____________________________ ISSN 2347-6915

Objectives and Research Methodology

The broad objectives can be stated as below:

1. To find out the level of awareness of the Concept of Harmony in organizations

Data Analysis and Inferences:

Table 1: Age wise classification of respondents

Frequency Percent Valid Percent Cumulative

Up to 25 Years 22 13.2 13.2 13.2

25-35 Years 42 25.1 25.1 38.3

35-45 Years 75 44.9 44.9 83.2

Above e 55 Years 13 7.8 7.8 100.0

Total 167 100.0 100.0

GALAXY International Interdisciplinary Research Journal____________________________ ISSN 2347-6915

GALAXY International Interdisciplinary Research Journal____________________________ ISSN 2347-6915

Frequency Percent Valid Percent Cumulative

male 102 61.1 61.1 61.1

Valid female 65 38.9 38.9 100.0

Total 167 100.0 100.0

Table3: Martial wise classification

Frequency Percent Valid Percent Cumulative

married 103 61.7 61.7 61.7

Valid unmarried 64 38.3 38.3 100.0

Total 167 100.0 100.0

Table 4: Education wise classification

Frequency Percent Valid Percent Cumulative

Under-Graduate 12 7.2 7.2 7.2

Graduate 38 22.8 22.8 29.9

Post-Graduate 24 14.4 14.4 44.3

Total 167 100.0 100.0

Frequency Percent Valid Percent Cumulative

Below Rs.15000 PM 11 6.6 6.6 6.6

Rs15001to Rs.25000 PM 83 49.7 49.7 56.3

Valid Rs.25001 to Rs.40, 000 PM 60 35.9 35.9 92.2

Rs.40, 000 To Rs60000PM 13 7.8 7.8 100.0

Total 167 100.0 100.0

GALAXY International Interdisciplinary Research Journal____________________________ ISSN 2347-6915

0-1 Years 80 47.9 47.9 47.9

2-3 Years 56 33.5 33.5 81.4

3-5 years 25 15.0 15.0 96.4

10-15 years 1 .6 .6 100.0

Total 167 100.0 100.0

Frequency Percent Valid Percent Cumulative

Manager 24 14.4 14.4 14.4

Supervisor 124 74.3 74.3 88.6

Total 167 100.0 100.0

Table 8: Nature of Job in the organisation

Frequency Percent Valid Percent Cumulative

Full Time 143 85.6 85.6 85.6

Valid Part Time 24 14.4 14.4 100.0

Total 167 100.0 100.0

Cronbach's Cronbach's N of Items

Table 10: KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .726