Stuti Project Table Part

COMPANY PROFILE
The Housing Development Finance Corporation Limited (HDFC) was amongst the first to
receive an 'in principle' approval from the Reserve Bank of India (RBI) to set up a bank in the
private sector, as part of the RBI's liberalisation of the Indian Banking Industry in 1994. The
bank was incorporated in August 1994 in the name of 'HDFC Bank Limited', with its registered
office in Mumbai, India. HDFC Bank commenced operations as a Scheduled Commercial Bank
in January 1995.
HDFC Bank began operations in 1995 with a simple mission: to be a "World-class Indian
Bank". They realised that only a single-minded focus on product quality and service excellence
would help them get there. Today, they are proud to say that they are well on our way towards
that goal.
It is extremely gratifying that their efforts towards providing customer convenience have been
appreciated both nationally and internationally.
HDFC bank has been showered with a number of awards, consisting of The Best Employer
Award in 2007-2008.
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ABOUT THE SUBJECT
Organizational studies, organizational behavior, and organizational theory is the systematic

study and careful application of knowledge about how people - as individuals and as groups - act
within organization..
Organizational studies encompasses the study of organizations from multiple viewpoints,

methods, and levels of analysis.
Whenever people interact in organizations, many factors come into play. Modern organizational
studies attempt to understand and model these factors. Like all modernist social sciences,
organizational studies seeks to control, predict, and explain.
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A HISTORY OF THE SUBJECT
The Greek philosopher Plato wrote about the essence of leadership. Aristotle addressed the topic
of persuasive communication. The writings of 16th century Italian philosopher Niccolò
Machiavelli laid the foundation for contemporary work on organizational power and politics. In
1776, Adam Smith advocated a new form of organizational structure based on the division of
labour. One hundred years later, German sociologist Max Weber wrote about rational
organizations and initiated discussion of charismatic leadership. Soon after, Frederick Winslow
Taylor introduced the systematic use of goal setting and rewards to motivate employees. In the
1920s, Australian-born Harvard professor Elton Mayo and his colleagues conducted productivity
studies at Western Electric's Hawthorne plant in the United States.
After the First World War, the focus of organizational studies shifted to analysis of how human
factors and psychology affected organizations, a transformation propelled by the identification of
the Hawthorne Effect. This Human Relations Movement focused on teams, motivation, and the
actualization of the goals of individuals within organizations. Prominent early scholars included
Chester Barnard, Henri Fayol, Mary Parker Follett, Frederick Herzberg, Abraham Maslow,
David McClelland, and Victor Vroom.
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MAIN CONTRIBUTORS TO THE FIELD
Frederick Winslow Taylor (1856-1915):
Taylor was the first person who attempted to study human behavior at work using a systematic
approach. Taylor studied human characteristics, social environment, task, physical environment,
capacity, speed, durability, cost and their interaction with each other. His overall objective was to
reduce and/or remove human variability. Taylor worked to achieve his goal of making work
behaviors stable and predictable so that maximum output could be achieved. He relied strongly
upon monetary incentive systems, believing that humans are primarily motivated by money. He
faced some strong criticism, including being accused of telling managers to treat workers as
machines without minds, but his work was very productive and laid many foundation principles
for modern management study.
Elton Mayo:
Elton Mayo, an Australian national, headed the Hawthorne Studies at Harvard. In his classic
writing in 1931, Human Problems of an Industrial Civilization, he advised managers to deal with
emotional needs of employees at work.
Mary Parker Follett:
Mary Parker Follett was a pioneer management consultant in the industrial world. As a writer,
she provided analyses on workers as having complex combinations of attitude, beliefs, and
needs. She told managers to motivate employees on their job performance, a "pull" rather than a
"push" strategy.
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Douglas McGregor:
Douglas McGregor proposed two theories/assumptions, which are very nearly the opposite of
each other, about human nature based on his experience as a management consultant. His first
theory was “Theory X”, which is pessimistic and negative; and according to McGregor it is how
managers traditionally perceive their workers. Then, in order to help managers replace that
theory/assumption, he gave “Theory Y” which takes a more modern and positive approach. He
believed that managers could achieve more if managers start perceiving their employees as self-
energized, committed, responsible and creative beings. By means of his Theory Y, he in fact
challenged the traditional theorists to adopt a developmental approach to their employees. He
also wrote a book The Human Side of Enterprise in 1960; this book has become a foundation for
the modern view of employees at work.
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CURRENT SCENARIO:
Organizational behaviour is currently a growing field. Organizational studies departments

generally form part of business schools, although many universities also have industrial
psychology and industrial economics programs.
The field is highly influential in the business world with practitioners like Peter Drucker and
Peter Senge, who turned the academic research into business practices. Organizational behaviour
is becoming more important in the global economy as people with diverse backgrounds and
cultural values have to work together effectively and efficiently. It is also under increasing
criticism as a field for its ethnocentric and pro-capitalist assumptions
During last 20 years organizational behavior study and practice has developed and expanded
through creating integrations with other domains:
 Anthropology became an interesting prism to understanding firms as communities, by

introducing concepts like Organizational culture, 'organizational rituals' and 'symbolic
acts' enabling new ways to understand organizations as communities.
 Leadership Understanding the crucial role of leadership at various level of an
organization in the process of change management.
 Ethics and their importance as pillars of any vision and one of the most important driving
forces in an organization.
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ORGANIZATIONAL CULTURE
Organizational culture is a concept in the field of Organizational studies and management

which describes the attitudes, experiences, beliefs and values of an organization. It has been
defined as "the specific collection of values and norms that are shared by people and groups in an
organization and that control the way they interact with each other and with stakeholders outside
the organization
Strong culture is said to exist where staff respond to stimulus because of their alignment to
organizational values.
Conversely, there is weak culture where there is little alignment with organizational values and
control must be exercised through extensive procedures and bureaucracy.
Where culture is strong—people do things because they believe it is the right thing to do—there
is a risk of another phenomenon, Groupthink. "Groupthink" was described by Irving L. Janis. He
defined it as "...a quick and easy way to refer to a mode of thinking that people engage when
they are deeply involved in a cohesive ingroup, when members' strivings for unanimity override
their motivation to realistically appraise alternatives of action." This is a state where people, even
if they have different ideas, do not challenge organizational thinking, and therefore there is a
reduced capacity for innovative thoughts. This could occur, for example, where there is heavy
reliance on a central charismatic figure in the organization, or where there is an evangelical
belief in the organization’s values, or also in groups where a friendly climate is at the base of
their identity (avoidance of conflict). In fact groupthink is very common, it happens all the time,
in almost every group. Members that are defiant are often turned down or seen as a negative
influence by the rest of the group, because they bring conflict.
Innovative organizations need individuals who are prepared to challenge the status quo—be it
groupthink or bureaucracy, and also need procedures to implement new ideas effectively.
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ORGANIZATIONAL EFFECTIVENESS
Organizational effectiveness is the concept of how effective an organization is in achieving the

outcomes the organization intends to produce. The idea of organizational effectiveness is
especially important for non-profit organizations as most people who donate money to non-profit
organizations and charities are interested in knowing whether the organization is effective in
accomplishing its goals.
An organization's effectiveness is also dependent on its communicative competence and ethics.

The relationship between these three is simultaneous. Ethics is a foundation found within
organizational effectiveness. An organization must exemplify respect, honesty, integrity and
equity to allow communicative competence with the participating members. Along with ethics
and communicative competence, members in that particular group can finally achieve their
intended goals.
Organizational effectiveness is an abstract concept and is basically impossible to measure.

Instead of measuring organizational effectiveness, the organization determines proxy measures
which will be used to represent effectiveness. Proxy measures used may include such things as
number of people served, types and sizes of population segments served, and the demand within
those segments for the services the organization supplies.
For instance, a non-profit organization which supplies meals to house bound people may collect
statistics such as the number of meals cooked and served, the number of volunteers delivering
meals, the turnover and retention rates of volunteers, the demographics of the people served, the
turnover and retention of consumers, the number of requests for meals turned down due to lack
of capacity (amount of food, capacity of meal preparation facilities, and number of delivery
volunteers), and amount of wastage. Since the organization has as its goal the preparation of
meals and the delivery of those meals to house bound people, it measures its organizational
effectiveness by trying to determine what actual activities the people in the organization do in
order to generate the outcomes the organization wants to create.
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Activities such as fundraising or volunteer training are important because they provide the
support needed for the organization to deliver its services but they are not the outcomes per se.
These other activities are overhead activities which assist the organization in achieving its
desired outcomes.
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EMPLOYEE ENGAGEMENT
Employee engagement is a concept that is generally viewed as managing discretionary effort,

that is, when employees have choices, they will act in a way that furthers their organization's
interests. An engaged employee is a person who is fully involved in, and enthusiastic about, his
or her work.
Engaged employees care about the future of the company and are willing to invest the
discretionary effort. Engaged employees feel a strong emotional bond to the organization that
employs them.
FACTORS AFFECTING EMPLOYEE ENGAGEMENT:
 Employee perceptions of job importance.
 Employee clarity of job expectations. "If expectations are not clear and basic materials
and equipment not provided, negative emotions such as boredom or resentment may
result, and the employee may then become focused on surviving more than thinking
about how he can help the organization succeed."
 Career advancement/improvement opportunities. "Plant supervisors and managers

indicated that many plant improvements were being made outside the suggestion system,
where employees initiated changes in order to reap the bonuses generated by the
subsequent cost savings."
 Regular feedback and dialogue with superiors. "Feedback is the key to giving employees
a sense of where they’re going, but many organizations are remarkably bad at giving it.
"'What I really wanted to hear was 'Thanks. You did a good job.' But all my boss did was
hand me a check.'
 Quality of working relationships with peers, superiors, and subordinates. "...if employees'
relationship with their managers is fractured, then no amount of perks will persuade the
employees to perform at top levels. Employee engagement is a direct reflection of how
employees feel about their relationship with the boss."
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 Perceptions of the ethos and values of the organization.
 Effective Internal Employee Communications - which convey a clear description of
"what's going on". "'If you accept that employees want to be involved in what they are
doing then this trend is clear (from small businesses to large global organizations). The
effect of poor internal communications is seen as its most destructive in global
organizations which suffer from employee annexation - where the head office in one
country is buoyant (since they are closest to the action, know what is going on, and are
heavily engaged) but its annexes (who are furthest away from the action and know little
about what is happening) are dis-engaged. In the worst case, employee annexation can be
very destructive when the head office attributes the annex's low engagement to its poor
performance... when its poor performance is really due to its poor communications.
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OBJECTIVES OF THE STUDY
The objective of the study is the purpose for which the study is conducted and it is
undertaken. The objective decides the procedure and the path which will be taken for the
study. The objective is the base on which the foundation of the study is built. The objective
should be decided with utmost concentration and due consideration.
The objective of our study is:
 To analyze the organizational culture in HDFC Bank
 To analyze the employee engagement in HDFC Bank
 To analyze organizational effectiveness in HDFC Bank
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METHODOLOGY OF THE STUDY
Methodology refers to more than a simple set of methods; rather it refers to the rationale and
the philosophical assumptions that underlie a particular study. This is why scholarly literature
often includes a section on the methodology of the researchers.
For the purpose of this study, the type of research undertaken was primary research, which
comprised of collecting information through questionnaires from the selected sample.
Primary research is more detailed and it involves getting close information from the sample
directly.
PROCEDURE OF THE STUDY:
The study was conducted by getting questionnaires filled by HDFC Bank employees. Then
the data collected was tabulated and various tools like SPSS and Microsoft Excel were used
for the quantification of the data collected.
INSTRUCTIONS GIVEN `TO SAMPLE INDIVIDUALS:
The employees of HDFC Bank, who were selected as a part of the sample, were told to fill
the questionnaires with legitimate details in the questionnaire. The sample individuals were
also requested to give the true and fair picture of the organization and the working
environment of the organization, as this would help us in getting a fair picture of the
organization and help us get the true findings from the study.
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DATA COLLECTED, QUANTIFICATION
AND INFERENCE
QUESTIONNAIRE – 1—EMPLOYEE ENGAGEMENT

QUESTION -- 1
Does your work group plan together and coordinate its efforts?
Frequency Percent Valid Percent Cumulative Percent
indifferent 1 10.0 10.0 10.0
Agree 8 80.0 80.0 90.0
strongly agree 1 10.0 10.0 100.0
Total 10 100.0 100.0
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INFERENCE: From the above findings of the question, the inference that can be drawn is
that most of the employees think or consider that there is planning and coordination among the
various workgroup of the organization. 80% of the total sample agree that there is planning and
coordination among the various workgroups in an organization.
QUESTION-- 2
Does your work group make good decisions and solve problems well?
Indifferent 1 10.0 10.0 10.0
Agree 6 60.0 60.0 70.0
Total 10 100.0 100.0
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INFERENCE: The inference drawn is that a majority of the employees feel that their
workgroup makes good decisions and solves problems well. but there is no one who is against
this statement.
QUESTION -- 3
Is information about important events and situations shared within your workgroup?
Valid disagree 1 10.0 10.0 10.0
indifferent 2 20.0 20.0 30.0
Agree 3 30.0 30.0 60.0
Total 10 100.0 100.0
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INFERENCE: The findings of this question show us that information in the organization is
shared in the organization to an extent. 40% strongly agree. 30% agree, and there is also a major
part(30%) of the employees who disagree or are indifferent.
QUESTION -- 4
Does your workgroup feel responsible for meeting its objectives successfully?
Valid indifferent 2 20.0 20.0 20.0
disagree 6 60.0 60.0 80.0
strongly disagree 2 20.0 20.0 100.0
Total 10 100.0 100.0
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INFERENCE: The inference that can be drawn is that the workgroup does not feel
responsible about achieving its objectives successfully, but there is also a combined chunk of
employees(40%), who think that the workgroups do feel responsible to meet the objectives
successfully.
QUESTION -- 5
Is your workgroup able to respond to unsual work demands placed upon it?
Agree 4 40.0 40.0 100.0
Total 10 100.0 100.0
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INFERENCE: the inference is that, if unusual demands are placed upon the workgroup, the
group is either unsuccessful or any type of unusual demand is not placed on it.
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QUESTION –6
Do you have confidence and trust in the persons in your workgroup?
Valid Disagree 2 20.0 20.0 20.0
Indifferent 3 30.0 30.0 50.0
Agree 2 20.0 20.0 70.0
Total 10 100.0 100.0
INFERENCE: The answer to this question came as a mixed response. Same proportion of
individuals agreed strongly and were indifferent about it. But, the difference between those who
agree and disagree is only 10%, which shows that there is distrust among individuals in the
workgroups.
QUESTION -- 7
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Overall, are you satisfied with the persons in your workgroup?
Indifferent 3 30.0 30.0 30.0
Agree 4 40.0 40.0 70.0
Total 10 100.0 100.0
INFERENCE: Majority of the people in the organization are satisfied with the persons in
their workgroups. But 1/3rd of the employees are indifferent towards this.
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QUESTION – 8
Overall, are you satisfied with your boss?
Agree 6 60.0 60.0 80.0
Total 10 100.0 100.0
INFERENCE: Most of the employees (80%), are satisfied with their bosses.
QUESTION -- 9
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Overall, are you satisfied with your job?
Agree 7 70.0 70.0 70.0
Total 10 100.0 100.0
INFERENCE: All the employees are satisfied with their jobs. There is no employee who is
dissatisfied.
QUESTION -- 10
22
Overall, are you satisfied with this organization?
Valid Indifferent 1 10.0 10.0 10.0
Agree 7 70.0 70.0 80.0
Total 10 100.0 100.0
INFERENCE: A majority of the employees (90%), are satisfied with the organization. Only
10% are indifferent and there is no one who is dissatisfied.
QUESTION -- 11
23
Are you satisfied with the progress you have made in this organization up till now?
Valid Disagree 1 10.0 10.0 10.0
indifferent 2 20.0 20.0 30.0
Agree 5 50.0 50.0 80.0
Total 10 100.0 100.0
INFERENCE: A majority of the employees are satisfied with the progress they have made in
the organization. This proves that the organization provides ample growth opportunities to its
employees.
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QUESTION -- 12
Are you satisfied with your chance for getting ahead in the organization in the future?
indifferent 6 60.0 60.0 70.0
Agree 3 30.0 30.0 100.0
Total 10 100.0 100.0
INFERENCE: Majority of the employees are indifferent towards their chance of getting
ahead in the organization.
QUESTION -- 13
25
Is this organization effective in getting you to meet its needs and contribute to its effectiveness?
indifferent 2 20.0 20.0 30.0
Agree 6 60.0 60.0 90.0
Total 10 100.0 100.0
INFERENCE: Most of the employees, (70%), agree that the organization is effective in
getting its employees to meet its needs. Only a small %ge, (10%), disagree.
QUESTION -- 14
26
Does this organization do a good job of meeting your needs as an individual?
Agree 6 60.0 60.0 80.0
Total 10 100.0 100.0
INFERENCE: The organization does a good job of meeting the needs of its employees and
that is why it was found in the earlier question that the employees were satisfies with their jobs.
QUESTION – 15
27
The goals of this team are well defined
Agree 5 50.0 50.0 70.0
Total 10 100.0 100.0
INFERENCE: The majority of the employees consider that goals are well defined. From this
we can infer that the organization is successful in communicating the goals to its employees.
QUESTION -- 16
28
The team has enough freedom to decide its sway of working
Valid strongly disagree 1 10.0 10.0 10.0
disagree 1 10.0 10.0 20.0
indifferent 5 50.0 50.0 70.0
Agree 3 30.0 30.0 100.0
Total 10 100.0 100.0
INFERENCE: Not many employees feel there is enough freedom in the teams in the
organization.
QUESTION – 17
29
Members generally avoid discussing the problems facing the team.
Disagree 5 50.0 50.0 70.0
Indifferent 1 10.0 10.0 80.0
Agree 2 20.0 20.0 100.0
Total 10 100.0 100.0
INFERENCE: The majority of the employees disagree with this statement. This shows that,
when faced with a problem, the team discusses them and tries to find a solution to them.
QUESTION -- 18
30
There is confusion amongst the team members about its main tasks.
disagree 1 10.0 10.0 50.0
indifferent 3 30.0 30.0 80.0
Agree 2 20.0 20.0 100.0
Total 10 100.0 100.0
INFERENCE: It is clear from the table and the graph that the majority of the group, is either
disagreeing to this or is indifferent to the statement. Only 20% of the employees agree to it. This
shows that there is good communication in the organization and there is minimal confusion.
QUESTION -- 19
31
The sense of responsibility and accountability is pretty high amongst the team members.
disagree 1 10.0 10.0 10.0

Valid
indifferent 2 20.0 20.0 30.0
Agree 5 50.0 50.0 80.0
Total 10 100.0 100.0
INFERENCE: The above data shows that there is a high sense of responsibility among the
team members and that the team members are responsible about their tasks.
QUESTION -- 20
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The team only carries out tasks given to it; it cannot decide its own priorities.
indifferent 4 40.0 40.0 70.0
Agree 2 20.0 20.0 90.0
Total 10 100.0 100.0
INFERENCE: The answer to this question is varied and most of the employees are either
indifferent or they disagree to it. But this shows that the team, carries out the tasks assigned to it,
but along with it, they can decide on priorities for themselves only to a certain extent.
QUESTION -- 21
33
The team generates alternative solutions for a problem.
indifferent 2 20.0 20.0 30.0
Agree 3 30.0 30.0 60.0
Total 10 100.0 100.0
INFERENCE: The team is creative and self sufficient and it feels that it can generate
alternative solutions for the problems it faces.
QUESTION -- 22
34
In the group, the task is divided into small teams.
indifferent 1 10.0 10.0 20.0
Agree 6 60.0 60.0 80.0
Total 10 100.0 100.0
INFERENCE: The above data shows that the majority (more than 80%) of the employees
feel that the tasks assigned to it are divided into smaller teams.
QUESTION -- 23
35
No one cares to assess the true achievement of the goals of the team.
disagree 6 60.0 60.0 70.0
indifferent 2 20.0 20.0 90.0
Total 10 100.0 100.0
INFERENCE: From the above data it can be inferred that there is assessment of the groups
achievements and there is care taken to recognize the efforts of the groups.
QUESTION -- 24
36
Each member in the team knows what his/her role in the team is.
Agree 7 70.0 70.0 90.0
Total 10 100.0 100.0
INFERENCE: This data shows that there is role clarity among the members of the team and
this allows the team to perform the tasks better.
QUESTION -- 25
37
Members of the team are not clear how to work towards the team goal.
disagree 3 30.0 30.0 50.0
indifferent 4 40.0 40.0 90.0
Agree 1 10.0 10.0 100.0
Total 10 100.0 100.0
INFERENCE: The answer to this question is a mixed answer. The majority of the team
members feel that they are not clear about how to achieve their goals. This shows a lack of
direction among the team members with respect to the execution of the tasks.
QUESTION -- 26
38
The team does not have autonomy in vital aspects of its working.
disagree 3 30.0 30.0 50.0
indifferent 3 30.0 30.0 80.0
Agree 2 20.0 20.0 100.0
Total 10 100.0 100.0
INFERENCE: The data above shows that the team does not have freedom in its working and
and the vital aspects. This fact has been resonated in earlier questions also. It shows that the
power structure is high in the organization.
QUESTION -- 27
39
Members in this group do not hesitate to express their differences with each other.
indifferent 5 50.0 50.0 80.0
Agree 1 10.0 10.0 90.0
Total 10 100.0 100.0
INFERENCE: It can be inferred from the above data that the members of the group hesitate
to express their differences with each other. This may result in low group affiliation and affect
the mood of the group. If this situation persists for a long time, there might be an outburst of the
pent-up anger which might be bad for the group.
Questionnaire 2
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Set 1
(a)
No consideration is given to the values in this organization
not so true 3 30.0 30.0 30.0
least true 7 70.0 70.0 100.0
Total 10 100.0 100.0
INFERENCE:
In the organization employees strongly believe that consideration is given to the values
(b)
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Values are not shared in the organization
Cumulative
Frequency Percent Valid Percent Percent
good description 1 10.0 10.0 10.0
not so true 6 60.0 60.0 70.0
least true 3 30.0 30.0 100.0
Total 10 100.0 100.0
INFERENCE:
In the organization majority of the people believe that values are shared in the organization.
(c)
42
Values are shared only at the top level
Cumulative
accurate 2 20.0 20.0 20.0
not so true 1 10.0 10.0 100.0
Total 10 100.0 100.0
INFERENCE:
In the organization majority of employees believe that values are shared only at the top level
which is a major drawback. Values should be shared at all the levels of the organization to
motivate the employees to work towards a common goal.
(d)
43
Organizational values are widely shared in the organization
Cumulative
accurate 7 70.0 70.0 70.0
not so true 1 10.0 10.0 100.0
Total 10 100.0 100.0
INFERENCE:
From the survey it is clearly observed that in this organization the values are widely shared.
According to ranks given to the questions in Set 1 it is clearly observed that organizational
values are widely shared and due consideration is given to them.
Set-2
44
(a)
The size of a room and its furniture, is according to a person's rank
Cumulative
accurate 3 30.0 30.0 30.0
not so true 4 40.0 40.0 80.0
least true 2 20.0 20.0 100.0
Total 10 100.0 100.0
INFERENCE:
In the organization employees cabins are not according to the person’s rank. There are open
cabins being used by all the employees which promote informality in communication between
employees.
(b)
45
Each senior member has a room with a large table and space for holding meetings
Cumulative
Accurate 2 20.0 20.0 20.0
not so true 2 20.0 20.0 50.0
least true 5 50.0 50.0 100.0
Total 10 100.0 100.0
INFERENCE:
In the organization senior members don’t have a room with large tables and space for holding
meetings. During the survey, it was observed that from senior managers to the consultants each
had an open cabin.
(c)
46
Generally, small tables are used by managers
Cumulative
accurate 1 10.0 10.0 10.0
not so true 4 40.0 40.0 90.0
least true 1 10.0 10.0 100.0
Total 10 100.0 100.0
INFERENCE:
According to the survey conducted it was seen that the managers were not satisfied with the size
of their tables. They felt that according to their post they should have been provided with a
bigger table where as on the other hand the subordinates felt that the tables provided to the
managers were sufficiently large.
(d)
47
Large working tables are used here.
Cumulative
accurate 4 40.0 40.0 40.0
least true 2 20.0 20.0 100.0
Total 10 100.0 100.0
INFERENCE:
In the organization most of the employees felt that large working tables are used since bigger
tables are provided to the managers.
Set 3
48
(a)
The dominant belief here is that things don’t happen, you make them happen
Cumulative
Accurate 1 10.0 10.0 10.0
not so true 1 10.0 10.0 60.0
least true 4 40.0 40.0 100.0
Total 10 100.0 100.0
INFERENCE:
In the organization some employees believe that you have to work to achieve the desired goals
while an equal number of employees agree that goals can be achieved automatically without
putting any hard work.
(b)
49
The belief here is that most things depend on the top management.
Cumulative
Accurate 5 50.0 50.0 50.0
not so true 4 40.0 40.0 100.0
Total 10 100.0 100.0
INFERENCE:
In the organization employees strongly believe that a lot many things such as promotions, pay
hikes, incentives and so on depends on the top management.
(c)
50
People believe that the major constraints are managerial.
Cumulative
not so true 5 50.0 50.0 100.0
Total 10 100.0 100.0
INFERENCE:
In the organization 50% of the employees believe that major constraints are managerial and 50%
of them think that they are not managerial, they depend on other factors.
(d)
51
People believe there are too many external constraints, which are difficult to
fight
Cumulative
accurate 3 30.0 30.0 30.0
least true 7 70.0 70.0 100.0
Total 10 100.0 100.0
INFERENCE:
During our survey we found out that the employees of HDFC Bank believes that it is not difficult
to fight external constraints, they can be easily overcome.
Set 4
52
(a)
The leaders here expect to be implicitly obeyed.
Cumulative
accurate 1 10.0 10.0 10.0
not so true 5 50.0 50.0 70.0
least true 3 30.0 30.0 100.0
Total 10 100.0 100.0
INFERENCE:
In the organization there is a friendly and informal environment the leaders here don’t expect to
be implicitly obeyed.
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(b)
The leaders here are role models for their people
Cumulative
not so true 5 50.0 50.0 70.0
least true 3 30.0 30.0 100.0
Total 10 100.0 100.0
INFERENCE::
In the organization employees believe that the leaders are not role model for their people.
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(c)
People are expected to follow the proper channels that have been laid down.
Cumulative
accurate 5 50.0 50.0 50.0
least true 3 30.0 30.0 100.0
Total 10 100.0 100.0
INFERENCE:
In the organization people are required to follow the channels that have been laid down for
smooth and effective functioning of the organization.
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(d)
The leaders set the standards of performance.
Cumulative
accurate 4 40.0 40.0 40.0
least true 1 10.0 10.0 100.0
Total 10 100.0 100.0
INFERENCE:
In the organization the team leaders set the standards of performance and subordinates follow
them it can be observed that only 10% of the people don’t agree to this fact.
56
Set 5
(a)
In meetings, people sit wherever they can find place.
Cumulative
accurate 4 40.0 40.0 40.0
not so true 4 40.0 40.0 90.0
least true 1 10.0 10.0 100.0
Total 10 100.0 100.0
INFERENCE:
It can be observed that during meetings among same level of managers people sit wherever they
can find place whereas during meeting with senior mangers people sit according to their post.
57
(b)
People are indifferent to meetings and try to avoid them.
Cumulative
accurate 1 10.0 10.0 10.0
not so true 1 10.0 10.0 80.0
least true 2 20.0 20.0 100.0
Total 10 100.0 100.0
INFERENCE:
In the organization 60% of the employees try to avoid meeting and are indifferent to meetings.
58
(c)
There ia an implicit hierarchy in the seating pattern at meetings.
Cumulative
Accurate 3 30.0 30.0 30.0
not so true 4 40.0 40.0 80.0
least true 2 20.0 20.0 100.0
Total 10 100.0 100.0
INFERENCE:
In the organization a majority of employees believe that during meetings there is no implicit
hierarchy in the seating patterns.
59
(d)
In meetings, seats for those at top are fixed. Generally, meetings are not held
without top managers.
Cumulative
accurate 2 20.0 20.0 20.0
not so true 1 10.0 10.0 50.0
least true 5 50.0 50.0 100.0
Total 10 100.0 100.0
INFERENCE:
In the organization basically there is an informal environment. For example during meetings no
fixed sitting plans are formed.
60
Set 6
(a)
The customer is regarded as a most important person here.
Cumulative
Accurate 5 50.0 50.0 50.0
not so true 1 10.0 10.0 80.0
least true 2 20.0 20.0 100.0
Total 10 100.0 100.0
INFERENCE:
During the survey we found that the majority of the employee’s feels that the customer is
regarded the most important person in their organization.
61
(b)
A good products given the highest importance
Cumulative
Accurate 1 10.0 10.0 10.0
not so true 5 50.0 50.0 80.0
least true 2 20.0 20.0 100.0
Total 10 100.0 100.0
INFERENCE:
According to the survey a good product was given importance but not the highest importance as
other factors were given more importance like customers.
62
(c)
Rules and regulations are given high importance
Cumulative
Accurate 1 10.0 10.0 10.0
not so true 1 10.0 10.0 70.0
least true 3 30.0 30.0 100.0
Total 10 100.0 100.0
INFERENCE:
In the organization a majority of employees believe that rules and regulations are given high
importance which means that there is discipline in the organization.
63
(d)
The Chief Executive is the most important here.
Cumulative
Accurate 2 20.0 20.0 20.0
not so true 3 30.0 30.0 70.0
least true 3 30.0 30.0 100.0
Total 10 100.0 100.0
INFERENCE:
Form the survey it is clearly seen that chief executive is not important.
64
Set 7
(a)
Most communication is generated at the meetings of top people.
Cumulative
not so true 3 30.0 30.0 80.0
least true 2 20.0 20.0 100.0
Total 10 100.0 100.0
INFERENCE:
In the organization a majority of employees believe that communication is generated at the

meetings of top people.
65
(b)
All communication is in writing and through memos.
Cumulative
Accurate 1 10.0 10.0 10.0
not so true 4 40.0 40.0 70.0
least true 3 30.0 30.0 100.0
Total 10 100.0 100.0
INFERENCE:
In the organization communication is mainly verbal it is not through writing and memos. This
shows that there is an informal environment in the organization.
66
(c)
There is not much work related communication among people.
Cumulative
accurate 2 20.0 20.0 20.0
not so true 3 30.0 30.0 60.0
least true 4 40.0 40.0 100.0
Total 10 100.0 100.0
INFERENCE:
In the organization a majority of employees believe that there is only work related
communication among people.
67
(d)
People communicate with one another to solve problems.
Cumulative
accurate 6 60.0 60.0 60.0
not so true 2 20.0 20.0 100.0
Total 10 100.0 100.0
INFERENCE:
In the organization employees coordinate and communicate with one another to solve
problems.Which shows that in the organization there is team work and unity while solving
problems.
68
Set 8
(a)
A lot of attention is given to updating technology.
Cumulative
accurate 4 40.0 40.0 40.0
not so true 2 20.0 20.0 90.0
least true 1 10.0 10.0 100.0
Total 10 100.0 100.0
INFERENCE:
During our survey we found out that the employees feel that HDFC Bank pays a lot of attention
to updating technology.
69
(b)
The top management have parties to celebrate good performance of the orgn.
Cumulative
Accurate 2 20.0 20.0 20.0
not so true 2 20.0 20.0 70.0
least true 3 30.0 30.0 100.0
Total 10 100.0 100.0
INFERENCE:
During our survey we found out that the top management has parties to celebrate good
performance of the organization this creates a healthy environment which motivates employees
to perform better
70
(c)
High performance is celebrated with everybody joining in.
Cumulative
accurate 3 30.0 30.0 30.0
least true 3 30.0 30.0 100.0
Total 10 100.0 100.0
INFERENCE:
In this organization the work environment is very informal and friendly .Employees celebrate
high performance of the organization.
71
(d)
People are busy streamlining rules and regulations.
Cumulative
not so true 5 50.0 50.0 70.0
least true 3 30.0 30.0 100.0
Total 10 100.0 100.0
INFERENCE:
During our survey we found that people are concerned about their work and not busy with
streamlining rules and regulation.
72
QUESTIONNAIRE -- NO.3 -- EMPLOYEE EFFECTIVENESS
QUESTION - 1
Do you know what is expected of you at work?
very much 7 70.0 70.0 70.0
much 2 20.0 20.0 90.0
very little 1 10.0 10.0 100.0
Total 10 100.0 100.0
INFERENCE: About 70% of the people know exactly what organization expect from
them, 20% more or less know, and only few of them are unaware of it. On the whole every
employee of the firm is aware of their work.
QUESTION - 2
73
Do you have the materials and equipment you need to do your work right?
very much 2 20.0 20.0 20.0
much 6 60.0 60.0 80.0
somewhat 1 10.0 10.0 90.0
little 1 10.0 10.0 100.0
Total 10 100.0 100.0
INFERENCE: Most of the employees are fully satisfied with the avaibility of the
materials and equipments, most of the employee are not fully but still satisfied and rare of them
think that materiaks and equipments are not upto the mark.
74
QUESTION - 3
At work, do you have the opportunity to do what you do best everyday ?
very much 2 20.0 20.0 20.0
much 5 50.0 50.0 70.0
somewhat 3 30.0 30.0 100.0
Total 10 100.0 100.0
INFERENCE:
Not very much employee feels that they get the opportunity to deliver their best (20%), majority
of population feels that they get enough opportunity, but still a bunch of people doesn’t feel like
that.
QUESTION - 4
75
In the last & days, have you recieved praise or recognition for doing good work?
very much 1 10.0 10.0 10.0
much 5 50.0 50.0 60.0
somewhat 3 30.0 30.0 90.0
Little 1 10.0 10.0 100.0
Total 10 100.0 100.0
INFERENCE :When coming to praise we got a very mixed reaction as not very employee agree
that they get the proper recognization of their work, only 10% people feel that they get praise and
appreciation of what they think they must get, 50% think they get it but not upto their mark, and
a big group feels that they get very little or no appreciation for their work.
QUESTION - 5
76
Does your supervisor, or someone at work, seems to care about you as a person?
very much 3 30.0 30.0 30.0
Much 3 30.0 30.0 60.0
Somewhat 3 30.0 30.0 90.0
Little 1 10.0 10.0 100.0
Total 10 100.0 100.0
INFERENCE :Here we got a very mix reaction almost equal in every respect. 30% employee
feel that they get full support and help from their superior,30% feels they get enoufh support,
40%(30%+10%) feel they get little or no support.
QUESTION - 6
77
Is there someone at work who encourages your development?
very much 3 30.0 30.0 30.0
much 5 50.0 50.0 80.0
somewhat 1 10.0 10.0 90.0
Little 1 10.0 10.0 100.0
Total 10 100.0 100.0
INFERENCE: Most of the people feels that they are encouraged by someone. and only few
think that there is no one to encourage them.
QUESTION - 7
78
At work, do your opinions seem to count?
very much 4 40.0 40.0 40.0
Much 2 20.0 20.0 60.0
somewhat 3 30.0 30.0 90.0
Little 1 10.0 10.0 100.0
Total 10 100.0 100.0
INFERENCE :40% people strongly feels that their opinion are counted before taking the
decision, 20% feels their opinion is counted ,but 30% feels their opinion is counted but not too
much extent, and 10%feels on the negative side
QUESTION - 8
79
Does the mission/purpose of your company make you feel your job is important?
very much 4 40.0 40.0 40.0
much 4 40.0 40.0 80.0
somewhat 2 20.0 20.0 100.0
Total 10 100.0 100.0
INFERENCE: Most of the employee feels that the mission and purpose of company makes
them to feel good and feel like their job is important.
QUESTION - 9
80
Are your associates(fellow employees) committed to doing quality wok?
Much 6 60.0 60.0 60.0
Somewhat 3 30.0 30.0 90.0
very little 1 10.0 10.0 100.0
Total 10 100.0 100.0
QUESTION - 10
81
Do you have a best friend at work?
very much 1 10.0 10.0 10.0
Much 2 20.0 20.0 30.0
Somewhat 6 60.0 60.0 90.0
very little 1 10.0 10.0 100.0
Total 10 100.0 100.0
INFERENCE: The trend for the best friend shows that the employees are fully professional in
their approach. Only 30% feels that they had good friends at work, while rest feels on negative
side.
QUESTION - 11
82
In the last six months, has someone at work talked to you about your progress?
very much 2 20.0 20.0 20.0
Much 4 40.0 40.0 60.0
Somewhat 2 20.0 20.0 80.0
Little 2 20.0 20.0 100.0
Total 10 100.0 100.0
INFERENCE : More than 50% employee says that there are someone who constantly talked
about their progress in last 6 months, and 40% feels not so many or no one had talked to them
regarding the progress.
QUESTION - 12
83
In the last year, have you had opportunities at work to learn and grow?
very much 3 30.0 30.0 30.0
Much 3 30.0 30.0 60.0
Somewhat 4 40.0 40.0 100.0
Total 10 100.0 100.0
INFERENCE: About 30% people agree that they get enough opportunities to learn and grow,
while 30% say, yes they get it, while rest feels that opportunities were there but were not enough.
Limitation
84
During my summer training program i found certain limitations which mention bellow.
 Very short span of time.
 Money constrain.
 Responses of employee may be not true because project conducted within the bank
premises.
 Reliability of Secondary data
 My lack experience.
FINDINGS
85
 Need to provide training to work effectively
 Employees more skill persons
 Lack of span of control
 Need better management and effective control
86
CONCLUSION
We see that nearly all the employees of the firm feel that there is employee engagement ,
organization effectiveness and organization culture .This means that the employees feel that they
have a shared set of values ,beliefs and thought. Apart from this we even see that the employees
feel that there is good team spirit among themselves
On the basis of the survey done by us we have come to the following conclusion.
Organization Culture
In HDFC BANK, culture plays a significant role. The firm already has a good organization
culture according to the survey done by us. Organization culture is the unifying and shared
patterns of thoughts, freely value and action that serve to bind together organizational members
and distinguish them from non-members. Thus we see that in HDFC, the organization takes care
of most of the employees.
Employee Engagement
Employee engagement is a two way communication process between the employees the
organization. After scrutinizing the questionnaire we see that HDFC BANK has an effective
employee engagement. The employees in this firm can readily relate themselves to the
organization. The employees in this organization feel more engaged when they make unique
contribution to the organization. The employee structure of HDFC BANK, is very loyal to the
firm (according to the calculation done). There is little among themselves and we see that the
employees perceive themselves as being unified with the organization.
Organizational Effectiveness.
87
By organizational effectiveness, we mean how effective an organization is to achieve its goal. In
the context of HDFC BANK, we perceive that the firm has a sound management, strong
governance and a willful dedication to achieve its specific goals. Most of the employees agree
with the fact that the organization is effective to accomplish its target in time.
METHODOLOGY
The sample study was conducted on sample size of 10. Samples were employees from all
managerial level Of HDFC BANK.
Aim
To find the deviation in the responses given by the employees and interpreting and analyzing
their responses to questionnaires on the above mentioned parameters.
Parameter of analysis
1. Organizational culture
2. Employee engagement
3. Organization effectiveness.
PROCESS
1. Review of literature
2. Employees personal interview and getting fixed questionnaires.
3. Sorting and classification of questionnaire
4. Creating database using excel sheet, SPSS.
5. Calculation of MODE of individual data.
88
6. Analyzing interpreting and graphical representation of the collected data
Suggestion
 A career path that provides opportunities for advancement.
 Better management and effective communications.
 Reasonable workload.
 Engage by concentrating on four areas- selection, expectation, motivation and

development.
89
SCOPE OF IMPROVEMENT:
Although we see that majority of the employees feel that the organization has an effective
culture and the employees even appreciate their teamwork but if we analyze the
questionnaires deeply we see that some of the employees are still not satisfied with their
organization. Thus in order to improve the present situation the organization needs to fulfill
all the employees aspirations. This the firm can do in many ways:
BIBLEOGRAPHY
90
1) http://www.google.co.in/search?hl=en&q=employee+blogs+on+hdfc+bank&meta
2) http://www.cuil.com/
3) http://www.wikipedia.org/
4) www.blackle.com
5) Organizational Behaviour Textbook-- ICMR
Appendix
91
QUESTIONNAIRE
QUESTIONNAIRE – 1—EMPLOYEE ENGAGEMENT
QUESTION -- 1
Does your work group plan together and coordinate its efforts?
Indifferent
Agree
Strongly agree
QUESTION-- 2
Does your work group make good decisions and solve problems well?
Indifferent
Agree
Strongly agree
QUESTION -- 3
Is information about important events and situations shared within your workgroup?
Disagree
Indifferent
Agree
Strongly agree
QUESTION -- 4
Does your workgroup feel responsible for meeting its objectives successfully?
Indifferent
Agree
Strongly agree
QUESTION -- 5
92
Is your workgroup able to respond to unusual work demands placed upon it?
Indifferent
Agree
Do you have confidence and trust in the persons in your workgroup
QUESTION –6
Disagree
Indifferent
Agree
Strongly agree
QUESTION -- 7
Overall, are you satisfied with the persons in your workgroup?
Indifferent
Agree
Strongly agree
Overall, are you satisfied with your boss?
QUESTION – 8
Indifferent
Agree
Strongly agree
QUESTION -- 9
Overall, are you satisfied with your job?
Agree
Strongly agree
QUESTION -- 10
Overall, are you satisfied with this organization?
Indifferent
Agree
Strongly agree
QUESTION -- 11
Are you satisfied with the progress you have made in this organization up till now?
93
Disagree
Indifferent
Agree
Strongly agree
QUESTION -- 12
Are you satisfied with your chance for getting ahead in the organization in the future?
Disagree
Indifferent
Agree
QUESTION -- 13
Is this organization effective in getting you to meet its needs and contribute to its effectiveness?
Disagree
Indifferent
Agree
Strongly agree
QUESTION -- 14
Does this organization do a good job of meeting your needs as an individual?
Indifferent
Agree
Strongly agree
QUESTION – 15
The goals of this team are well defined
Indifferent
Agree
Strongly agree
QUESTION -- 16
The team has enough freedom to decide its sway of working

Strongly Disagree
94
Disagree
Indifferent
Agree
QUESTION – 17
Members generally avoid discussing the problems facing the team.
Strongly Disagree
Disagree
Indifferent
Agree
QUESTION -- 18
There is confusion amongst the team members about its main tasks.
Strongly Disagree
Disagree
Indifferent
Agree
QUESTION -- 19
The sense of responsibility and accountability is pretty high amongst the team members.
Disagree
Indifferent
Agree
Strongly agree
QUESTION -- 20
The team only carries out tasks given to it; it cannot decide its own priorities.
Disagree
Indifferent
95
Agree
Strongly agree
QUESTION -- 21
The team generates alternative solutions for a problem.
Disagree
Indifferent
Agree
Strongly agree
QUESTION -- 22
In the group, the task is divided into small teams.
Disagree
Indifferent
Agree
Strongly agree
QUESTION -- 23
No one cares to assess the true achievement of the goals of the team.
Strongly Disagree
Disagree
Indifferent
Strongly Agree
QUESTION -- 24
Each member in the team knows what his/her role in the team is.
Indifferent
Agree
Strongly agree
QUESTION -- 25
Members of the team are not clear how to work towards the team goal.
Strongly Disagree
Disagree
Indifferent
96
Agree
QUESTION -- 26
The team does not have autonomy in vital aspects of its working.
Strongly Disagree
Disagree
Indifferent
Agree
QUESTION -- 27
Members in this group do not hesitate to express their differences with each other.
Disagree
Indifferent
Agree
Strongly agree
Questionnaire 2
Set1
a)
97
No consideration is given to the values in this organization
not so true
least true
(b)
Values are not shared in the organization
good description
not so true
least true
(c)
Values are shared only at the top level
accurate
good description
not so true
(d)
Organizational values are widely shared in the organization
accurate
good description
not so true
Set-2
(a)
The size of a room and its furniture, is according to a person's rank
Accurate
Good description
Not so true
Least true
(b)
98
Each senior member has a room with a large table and space for holding meetings
Accurate
Good description
Not so true
Least true
(c)
Generally, small tables are used by managers
Accurate
Good description
Not so true
Least true
(d)
Large working tables are used here.

Accurate
Good description
Least true
Set 3
(a)
The dominant belief here is that things don’t happen, you make them happen
Accurate
Good description
Not so true
Least true
(b)
The belief here is that most things depend on the top management.
Accurate
Good description
99
Least true
(c)
People believe that the major constraints are managerial.
Good description
Not so true
(d)
People believe there are too many external constraints, which are difficult to
fight
Accurate
Least true
Set 4
(a)
The leaders here expect to be implicitly obeyed.

Accurate
Good description
Not so true
Least true
(b)
The leaders here are role models for their people

Good description
Not so true
Least true
(c)
People are expected to follow the proper channels that have been laid down.
Accurate
Good description
Least true
100
(d)
The leaders set the standards of performance.
Accurate
Good description
Least true
Set 5
(a)
In meetings, people sit wherever they can find place.

Accurate
Good description
Not so true
Least true
(b)
People are indifferent to meetings and try to avoid them.
Accurate
Good description
Not so true
Least true
(c)
There ia an implicit hierarchy in the seating pattern at meetings.
Accurate
Good description
Not so true
Least true
(d)
In meetings, seats for those at top are fixed. Generally, meetings are not held
without top managers.
Accurate
101
Good description
Not so true
Least true
Set 6
(a)
The customer is regarded as a most important person here.
Accurate
Good description
Not so true
Least true
(b)
A good products given the highest importance
Accurate
Good description
Not so true
Least true
(c)
Rules and regulations are given high importance
Accurate
Good description
Not so true
Least true
(d)
The Chief Executive is the most important here.
Accurate
Good description
102
Not so true
Least true
Set 7
(a)
Most communication is generated at the meetings of top people.
Good description
Not so true
Least true
(b)
All communication is in writing and through memos.
Accurate
Good description
Not so true
Least true
(c)
There is not much work related communication among people.
Accurate
Good description
Not so true
Least true
(d)
People communicate with one another to solve problems.

Accurate
Good description
Not so true
103
Set 8
(a)
A lot of attention is given to updating technology.
Accurate
Good description
Not so true
Least true
(b)
The top management have parties to celebrate good performance of the orgn.
Accurate
Good description
Not so true
Least true
(c)
High performance is celebrated with everybody joining in.
Accurate
Good description
Least true
(d)
People are busy streamlining rules and regulations.
Good description
Not so true
Least true
104
QUESTIONNAIRE -- NO.3 - EMPLOYEE EFFECTIVENESS
QUESTION - 1
Do you know what is expected of you at work?
Very much
Much
Very little
QUESTION - 2
Do you have the materials and equipment you need to do your work right?
Very much
Much
Somewhat
Little
QUESTION - 3
At work, do you have the opportunity to do what you do best everyday ?
Very much
Much
Somewhat
QUESTION - 4
In the last & days, have you recieved praise or recognition for doing good work?
Very much
Much
Somewhat
Little
105
QUESTION - 5
Does your supervisor, or someone at work, seems to care about you as a person?
Very much
Much
Somewhat
Little
QUESTION - 6
Is there someone at work who encourages your development?
Very much
Much
Somewhat
Little
QUESTION - 7
At work, do your opinions seem to count?
Very much
Much
Somewhat
Little
QUESTION - 8
Does the mission/purpose of your company make you feel your job is important?
Very much
Much
Somewhat
106
QUESTION - 9
Are your associates(fellow employees) committed to doing quality wok?
Much
Somewhat
Very Little
QUESTION - 10
Do you have a best friend at work?
Very much
Much
Somewhat
Little
QUESTION - 11
In the last six months, has someone at work talked to you about your progress?
Very much
Much
Somewhat
Little
QUESTION - 12
In the last year, have you had opportunities at work to learn and grow?
Very much
Much
Somewhat
107

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COMPANY PROFILE

Organizational studies, organizational behavior, and organizational theory is the systematic

Organizational studies encompasses the study of organizations from multiple viewpoints,

Frederick Winslow Taylor (1856-1915):

Mary Parker Follett:

Organizational behaviour is currently a growing field. Organizational studies departments

 Anthropology became an interesting prism to understanding firms as communities, by

Organizational culture is a concept in the field of Organizational studies and management

Organizational effectiveness is the concept of how effective an organization is in achieving the

An organization's effectiveness is also dependent on its communicative competence and ethics.

Organizational effectiveness is an abstract concept and is basically impossible to measure.

Employee engagement is a concept that is generally viewed as managing discretionary effort,

FACTORS AFFECTING EMPLOYEE ENGAGEMENT:

 Employee perceptions of job importance.

 Career advancement/improvement opportunities. "Plant supervisors and managers

The objective of our study is:

 To analyze the organizational culture in HDFC Bank

 To analyze the employee engagement in HDFC Bank

 To analyze organizational effectiveness in HDFC Bank

PROCEDURE OF THE STUDY:

INSTRUCTIONS GIVEN `TO SAMPLE INDIVIDUALS:

QUESTIONNAIRE – 1—EMPLOYEE ENGAGEMENT

Frequency Percent Valid Percent Cumulative Percent

indifferent 1 10.0 10.0 10.0

Agree 8 80.0 80.0 90.0

strongly agree 1 10.0 10.0 100.0

Total 10 100.0 100.0

Frequency Percent Valid Percent Cumulative Percent

Indifferent 1 10.0 10.0 10.0

Agree 6 60.0 60.0 70.0

strongly agree 3 30.0 30.0 100.0

Total 10 100.0 100.0

Frequency Percent Valid Percent Cumulative Percent

Valid disagree 1 10.0 10.0 10.0

indifferent 2 20.0 20.0 30.0

Agree 3 30.0 30.0 60.0

strongly agree 4 40.0 40.0 100.0

Total 10 100.0 100.0

Frequency Percent Valid Percent Cumulative Percent

Valid indifferent 2 20.0 20.0 20.0

disagree 6 60.0 60.0 80.0

strongly disagree 2 20.0 20.0 100.0

Total 10 100.0 100.0

Frequency Percent Valid Percent Cumulative Percent

Valid indifferent 6 60.0 60.0 60.0

Agree 4 40.0 40.0 100.0

Total 10 100.0 100.0

Do you have confidence and trust in the persons in your workgroup?

Frequency Percent Valid Percent Cumulative Percent

Valid Disagree 2 20.0 20.0 20.0

Indifferent 3 30.0 30.0 50.0

Agree 2 20.0 20.0 70.0

strongly agree 3 30.0 30.0 100.0

Total 10 100.0 100.0

Frequency Percent Valid Percent Cumulative Percent

Indifferent 3 30.0 30.0 30.0

Agree 4 40.0 40.0 70.0

strongly agree 3 30.0 30.0 100.0

Total 10 100.0 100.0

Frequency Percent Valid Percent Cumulative Percent

Valid indifferent 2 20.0 20.0 20.0

Agree 6 60.0 60.0 80.0

strongly agree 2 20.0 20.0 100.0