Ob Main Body

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CHAPTER 1: INTRODUCTION
Individualism and Collectivism is most widely used to explain behavioural variance. This
Questionnaire discusses the history, applications, limitations, and modifications of this
dimension as it is used for cross-cultural analysis.
Individualism and Collectivism, primarily concerns the centrality of the individual or the group,
and how people see themselves in relation to the social groupings or structures around them. To
put it simply, in individualist cultures, individuals take precedence over groups; in collectivist
cultures, the group takes precedence over individuals.
Differences along the Individualism and Collectivism division have long been useful in
understanding contrasts in communication in different societies. For example, people in
individualist cultures have been found to rely more on person-based information, whereas
collectivists rely more on group-based information.
This analysis addresses the dimension’s conceptualization, defining features, and its
operationalization. It also introduces low and high context communication as a function of
individualism and collectivism and links individualism and collectivism to individual
communicative behaviour, and independent versus interdependent self-construal.
Overall, it examines how the dimension has contributed to intercultural competence research
and training, highlights its major critiques, and finally suggests directions for future research.
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CHAPTER 2: NEED FOR STUDY
1. To study the preference of employees in the aspect of individualism or collectivism.

2. To understand the level of individual or teamwork displayed by the employees at work
force.
3. To study how gender and occupation affects the preference between individualism and
collectivism
GENERAL RESEARCH QUESTIONS
1. Does gender affect the preference between individualism and collectivism? If so to

what extent?
2. Does the type of occupation affect the preference between individualism and
collectivism culture? If so to what extent?
3. What is the impact of gender an occupation in deciding whether they belong to
individual or collectivism culture?
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CHAPTER 3: OBJECTIVE
PRIMARY OBJECTIVE
To study which culture is preferred between collectivism and individualism
SECONDARY OBJECTIVE
● To study and arrive at a conclusion on the count of individual and team players in
the given set of samples.
● To study the behaviour of individual and team players.
● To identify teamwork behaviours that affect individual and individual traits that
affects a team.
● To find the influence of individualism and teamwork in a workplace.

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CHAPTER 4: LITERATURE REVIEW
1. “The Emperor With No Clothes: A Critique of Collectivism and Individualism” (Y.

Joel Wong, Shu-Yi Wang ans Elyssa M. Klann) (December,2018). Collectivism (COL)
and individualism (IND) are the most well-known concepts in the scientific study of
culture. Countries and racial groups are routinely classified as “collectivistic” or
“individualistic,” and these concepts are well-represented in psychology textbooks and
intercultural training. Despite their popularity, COL and IND suffer from several
weaknesses. First, there is a lack of consensus on the meanings of COL and IND, that is,
there are numerous definitions of COL and IND, and it is unclear what aspects of culture
(e.g., competitiveness and hierarchy) should be considered components of IND and COL.
Second, measures of COL and IND suffer from several weaknesses, and, contrary to
popular belief, some cross-cultural differences in COL and IND are small, non-existent, or
inconsistent with expectation. Finally, the practice of labelling societies and racial/ethnic
groups as “collectivistic” or “individualistic” should be discontinued.
2. “Collectivism coexisting with individualism: an Indian scenario” (Jai B. P. Sinha, T.

N. Sinha, Jyoti Verma, and R. B. N. Sinha) (2001). A sample of 292 respondents, drawn
from three locations, participated in a study designed to examine the effects of eighteen
situations on the choice of collectivist and individualist behaviour and intentions, or their
combinations. The findings indicated that concerns for family or family members evoked
a purely collectivist behaviour. Compelling and urgent personal needs and goals in
conflict with the interests of family or friends led to a mix of individualist and collectivist
behaviour and intentions. Individualist behaviour intended to serve collectivist interests
was the third most frequently opted choice. Respondents’ education had a significant
effect and other background variables had indeterminate effects on the choice of either
purely collectivist or a mix of collectivist and individualist behaviour and intentions.
3. “The Myth of Individualism–Collectivism: A Critical Review” (MAXIM VORONOV

and JEFFERSON A. SINGER) (2002). The authors critically assess the dimension of
individualism–collectivism (I–C) and its various uses in cross-cultural psychology. They
argue that I–C research is characterized largely by insufficient conceptual clarity and a
lack of systematic data. As a result, they call into question the utility of I–C as an
explanatory tool for cultural variation in behaviour, suggest alternative dimensions for
cross-cultural research, and interpret the weaknesses of research on I–C as illustrative of a
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general trend in social psychology. Key words: alternative dimensions, critical

assessment, cross-cultural psychology, individualism–collectivism.
4. “Computational Social Simulation With E-CARGO: Comparison Between

Collectivism and Individualism” (Haibin Zhu) (December, 2020). Computational
social simulation is a long-term, cutting-edge topic in the interdisciplinary field where
information technology, computer science, social science, and sociology overlap. In this
article, we establish the fundamental requirements for social simulation and demonstrate
that the Environments— Classes, Agents, Roles, Groups, and Objects (E-CARGO) model
for role-based collaboration (RBC) and the subsequent group role assignment (GRA)
optimization model are highly qualified to meet these requirements. Based on E-CARGO
and GRA, we propose a new approach to social simulation and conduct a case study to
verify this approach. This case study involves a comparison between collectivism and
individualism. The contribution of this work is a novel approach to social simulation using
E-CARGO and GRA. This approach reveals the exciting results that explain social
phenomena, e.g., collectivism is better than individualism if the team manager is perfect in
the evaluation process, and individualism can beat collectivism without much difficulty if
the team manager is not perfect.
5. “Individualism-Collectivism and Personality” (Harry C. Triandis) (May 2002). This

paper provides a review of the main findings concerning the relationship between the
cultural syndromes of individualism and collectivism and personality. People in
collectivist cultures, compared to people in individualist cultures, are likely to define
themselves as aspects of groups, to give priority to in-group goals, to focus on context
more than the content in making attributions and in communicating, to pay less attention
to internal than to external processes as determinants of social behaviour, to define most
relationships with ingroup members as communal, to make more situational attributions,
and tend to be self-effacing.
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CHAPTER 5: RESEARCH METHODOLOGY
5.1 RESEARCH OBJECTIVES
The general objective of the research was to study the impact of gender and occupation on the
preference between collectivism and individualism.
5.2 RESEARCH DESIGN
The research design was limited to the methods for collecting and analysing research data in
order to meet the study's objectives. The descriptive research technique was employed to allow
the study to conduct in-depth investigation, which might include data analysis and presentation.
5.3 RESEARCH INSTRUMENTS
The independent variables in this project are gender and occupation.
5.4 TIME HORIZON
The data collection was taken in a span of one month and the time frame to answer the
questionnaire was set by us.
5.5 RESEARCH PROCESS
In this research process, the first and the foremost step is defining and selecting a research
problem.
The extracted information is mentioned below,
Type of Research: Quantitative
Research Approach: Collection of data, analysis and interpretation
Source of Data: Primary Data
Sample Size: 55
Mode of data collection: Questionnaire
Data collection Instrument: Google Forms
5.6 DESCRIPTIVE RESEARCH
Descriptive research is a type of study that focuses on describing the features of the population
or issue under investigation. This technique places a greater emphasis on the "what" of the
research subject rather than the "why" of the research subject.
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5.7 SOURCE OF DATA
The sources of information were the respondents from India who have idea about collectivism
and individualism. They provided the necessary information to do the analysis. In this regard,
the primary data were collected by using structured data. The responses were analysed using
both descriptive where SPSS statistical tool was used, under which CHI-SQUARE test was
applied and graphical techniques using the BAR DIAGRAMS was used.
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CHAPTER 6: ANALYSIS AND INTERPRETATION

6.a DESCRIPTIVE QUESTIONS:
Fig 1 Age response
● 92.7% of the respondents are of the age group 18-25

● 7.3% of the respondents are of the age group 26-35
Fig 2 Gender response
● 34.5% of the respondents belong to female group

● 65.5% of the respondents belong to male group
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Fig 3 Occupation response
● 1.8% of the respondents belong to accountant category

● 3.6% of the respondents belong to freelancer category
● 7.3% of the respondents belong to unemployed category
● 12.7% of the respondents belong to core category
● 30.9% of the respondents belong to IT category
● 43.6% of the respondents belong to student category
Fig 4 Annual income response
● 1.8% of the respondents belong to 500001-800000

● 3.6% of the respondents belong to >800000
● 10.9% of the respondents belong to <200000
● 32.7% of the respondents belong to 200001-500000
● 50.9% of the respondents belong to Student/Unemployed
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6.b QUESTIONS RELTED TO INDIVIDUALISM AND COLLECTIVISM:
Fig 5.1 Bar diagram Q1
Interpretation: Majority (43.6%) of the respondents (from Fig 5.1) chose 4 on a scale of 1
being not comfortable to 5 being very comfortable with working with diverse people. This
implies that the respondents are open to working with people of varied culture.
Interpretation: Majority (45.5%) of the respondents (from Fig 5.2) chose 3 on a scale of 1
being never and 5 being always when asked if they have difficult times while working with a
supervisor while 27.3% of the respondents chose 2, meaning they do not find it very difficult to
work with supervisors.
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Interpretation: When asked if the respondents (from Fig 5.3) are inspired by their team to do
better at work 49.1% chose 4 and 36.4% of them chose 5 on a scale of 1 being strongly disagree
to 5 being strongly agree. This implies that the respondents are inspired by their team to work
better.
Interpretation: On a scale of 1 being strongly disagree to 5 being strongly agree, 49.1% chose
4 and 25.5% chose 5 when asked whether they seek help from their teammates and share the
burden to complete their work which implies that most of the respondents (from Fig 5.4) prefer
working collectively as compared to working individually.
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Interpretation: When asked whether the respondents (from Fig 5.5) consider their team
member’s opinion when working in a team on a scale of 1 being strongly disagree to 5 being
strongly agree 45.5% that is majority of the respondents chose 5, implying that they value their
team member’s opinion while working in a team.
Interpretation: When asked whether the respondents (from Fig 5.6) communicate effectively
with their team member’s majority (56.4%) chose 4 on a scale of 1 being “not always” and 5
being “to a great extent”. This implies that the respondents are comfortable in communicating
with their team members.
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Interpretation: When asked the respondents (from Fig 5.7) how often they take responsibility
for their work in a team, majority (47.3%) chose 4 on a scale of 1 being “seldom” and 5 being
“very often”. This implies that the respondents often take responsibility for their work in a
team.
Interpretation: When asked the respondents (from Fig 5.8) whether they provide and accept
feedback from their team members for the improvement, majority (34.5%) chose both 4 and 5
on a scale of 1 being “seldom” and 5 being “frequently”. This implies that the respondents
frequently exchange feedback with their team members for the improvement.
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Interpretation: When asked the respondents (from Fig 5.9) whether they give more
importance to their individual goals than organizational goals, majority (34.5%) chose both 3
and 4 on a scale of 1 being “strongly agree” and 5 being “strongly disagree”. This implies that
the respondents give importance to both their individual goals and organizational goals.
Interpretation: When asked the respondents (from Fig 5.10) whether they display emotions
and frustration on their colleagues while working with non-syncing community in a project,
majority (34.5%) chose 3 and (32.7%) chose 4 on a scale of 1 being “strongly agree” and 5
being “strongly disagree”. This implies that the respondents display emotions and frustration
gently on their colleagues while working with non-syncing community in a project.
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Interpretation: When asked the respondents (from Fig 5.11) if they feel any change in their
perspective towards a problem when working in a group, majority (32.7%) chose 3 on a scale
of 1 being “not to a great extent” and 5 being “to a great extent”. This implies that the
respondents have felt change in their perspective towards a problem to some extent when
working in a group.
Interpretation: When asked the respondents (from Fig 5.12) whether they agree or disagree
that they cannot find privacy while working in a team, majority (36.4%) chose 3 on a scale of 1
being “strongly agree” and 5 being “strongly disagree”. This implies that the respondents find
privacy only to some extent while working in a team.
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Interpretation: When asked the respondents (from Fig 5.13) if they are heard when making
decision in a group, majority (43.6%) chose 4 on a scale of 1 being “strongly disagree” and 5
being “strongly agree”. This implies that the respondents feel they are heard when making
decisions in a group.
Interpretation: When asked the respondents (from Fig 5.14) if the gender bias is more in
group than in working individually, majority (30.9%) chose 3 and (29.1%) chose 4 on a scale of
1 being “strongly agree” and 5 being “strongly disagree”. This implies that the respondents feel
that gender bias is more in group than in working individually.
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Interpretation: When asked the respondents (from Fig 5.15) how comfortable they are with
deferring to greater authority, hierarchical or social, majority (49.1%) chose 3 on a scale of 1
being “very much dissatisfied” and 5 being “very much satisfied”, indicating that they have
issues adhering to the social and professional norms of hierarchy and authority.
Interpretation: When asked the respondents (from Fig 5.16) if they can grow when they work
in a team rather than work individually, majority (43.6%) chose 4 on a scale of 1 being
“strongly disagree” and 5 being “strongly agree”, indicating that they prefer to work in a group
for their growth in career.
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Interpretation: When asked the respondents (from Fig 5.17) if they are being treated
differently in group, majority (30.9%) chose 4 on a scale of 1 being “strongly disagree” and 5
being “strongly agree”, indicating that they are not being treated differently in group.
Interpretation: When asked the respondents (from Fig 5.18) if they are overloaded when
working in a group, majority (41.8%) chose 3 and (27.3%) chose 4 on a scale of 1 being
“strongly disagree” and 5 being “strongly agree”, indicating that they are overloaded when
working in a group.
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6.1 SPECIFIC ANALYSIS WITH RESPECT TO “GENDER” AND “OCCUPATION”

AND ITS IMPACT ON INDIVIDUALISM AND COLLECTIVISM
1) Check whether gender and occupation have any significance on an individual’s mindset
on working with diverse people.
Null hypothesis H0: yes, it has significance
Alternate Hypothesis H1: no, it has no significance
Test: chi square test
Check whether the value P = 0.05 level of significance
Gender*Mind-set
Chi-Square Tests
Asymptotic
Significanc Exact Sig. Exact Sig.
Value df e (2-sided) (2-sided) (1-sided)
Pearson Chi- .003a 1 .957
Square
Continuity .000 1 1.000
Correctionb
Likelihood Ratio .003 1 .957
Fisher's Exact 1.000 .592
Test
N of Valid Cases 55
a. 0 cells (.0%) have expected count less than 5. The minimum expected count is
6.91.
b. Computed only for a 2x2 table
Table 6.1.1 Chi square on Gender and mindset
As the value .957> 0.05 null is accepted
Gender of the people has significant influence on acceptance towards diversity.
Occupation*Mind-set
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Chi-Square Tests
Asymptotic
Significanc
Value df e (2-sided)
Pearson Chi- 12.147 5 .033
Square a
Likelihood Ratio 14.156 5 .015

N of Valid Cases 55
a. 8 cells (66.7%) have expected count less than 5.
The minimum expected count is .36.
Table 6.1.2 Chi square on Occupation and mindset
As the value .033<0.05 alternate is accepted
Hence, occupation has no significance in the mindset of the people towards workspace
diversity.
2) Does gender and occupation determine the level of inspiration an individual gets from
their team?
Null hypothesis H0: yes, it has no significance
Alternate Hypothesis H1: no, it has significance
Gender*inspiration
Chi-Square Tests
Asymptotic
Significance Exact Sig. Exact Sig.
Value df (2-sided) (2-sided) (1-sided)
Pearson Chi-Square 2.012a 1 .156
Continuity 1.033 1 .309

Correctionb
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Fisher's Exact Test .239 .155
N of Valid Cases 55
a. 1 cells (25.0%) have expected count less than 5. The minimum expected count is 2.76.

Table 6.1.3 Chi square on Gender and inspiration
As the value .156>0.05 null is accepted
The gender has no significance in selecting collectivism
Occupation*Inspiration
Chi-Square Tests
Asymptotic
Significanc
Pearson Chi- 1.075a 5 .956
Square
N of Valid Cases 55
Table 6.1.4 Chi square on Occupation and inspiration
The value is .956>0.05 null is accepted
People with different occupation prefer collectivism
3) To check whether diverse occupation and gender influence people to make efforts to
consider their team member's opinions when working in a team

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Gender*opinion about others
Chi-Square Tests
Asymptotic
Square
Continuity .005 1 .945
Correctionb
N of Valid Cases 55
a. 2 cells (50.0%) have expected count less than 5. The minimum expected count is
2.42.
Table 6.1.5 Chi square on Gender and opinion about others
This shows that people of different gender have different opinion about others in a collective
environment.
Occupation* Opinion about others
Chi-Square Tests
Asymptotic
Significanc
Square
N of Valid Cases 55
Table 6.1.6 Chi square on Occupation and opinion about others
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People from different occupation like to work a team.
4) To check if gender and occupation influence the choice of individuals in giving

importance to fulfilling their individual goals as compared to the overall organizational
goal.
Null hypothesis H0: yes, it has no significance
Alternate Hypothesis H1: no, it has significance
Gender*Importance to individual goal
Chi-Square Tests
Asymptotic
Significance Exact Sig. (2- Exact Sig. (1-
Value df (2-sided) sided) sided)
Pearson Chi-Square .146a 1 .703
Continuity Correctionb .010 1 .922
N of Valid Cases 55
a. 0 cells (.0%) have expected count less than 5. The minimum expected count is 9.33.
Table 6.1.7 Chi square on Gender and importance to individual goal

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People with any gender when working in team focus on organisational goal than individual
goals.
Occupation*Importance to individual goal
Chi-Square Tests
Asymptotic
Significanc
Square
N of Valid Cases 55
Table 6.1.8 Chi square on Occupation and Importance to individual Goal
People with different occupation prefer collectivism to achieve their goal.
5) To check if people with different occupation and gender feel that they can grow when
they work in a team rather than working individually.
Gender*Growth
Chi-Square Tests
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Asymptotic
Square
Correctionb
Fisher's Exact .554 .336
Test
N of Valid Cases 55
6.22.
Table 6.1.9 Chi square on Gender and Growth
As the value.462>.05 null is accepted
People with different gender think that they grow in a team.
Occupation*Growth
Chi-Square Tests
Asymptotic
Significanc
Square
N of Valid Cases 55
Table 6.1.10 Chi square on Occupation and Growth
As the value .513>.05 null Is accepted
Different occupation people also prefer collectivism to grow.

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6) To check whether people of different gender and occupation feel that they cannot find
privacy while working in a team
Gender*privacy
Chi-Square Tests
Asymptotic
Square
Correctionb
N of Valid Cases 55
a. 0 cells (.0%) have expected count less than 5. The minimum expected count is 7.95.

Table 6.1.11 Chi square on Gender and privacy
As the value .587>.05 null is accepted
People with different gender don’t find any privacy issues in team work.
Occupation*privacy
Chi-Square Tests
Asymptotic
Significanc
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Square
N of Valid Cases 55
Table 6.1.12 Chi square on Occupation and Privacy
People with different occupation fell their privacy is not breached in a teamwork.
7) People feel that Gender Bias is experienced more in group than while working
individually.
Null hypothesis H0: no, I have not experienced
Alternate Hypothesis H1: yes, I have experienced
Gender*bias
Chi-Square Tests
Asymptotic
Significanc
Square
N of Valid Cases 55
Table 6.1.13 Chi square on Gender and bias experience
People of both genders have not experienced any bias while working in group.
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Occupation*bias
Chi-Square Tests
Asymptotic
Significanc
Square
N of Valid Cases 55
Table 6.1.14 Chi square on Occupation and bias experience
As the value .811>.05 null is accepted
Different people with different occupation have not experienced any bias when working in a
team.
8) People with different occupation and gender feel that they have been overloaded when
working in a group
Gender*Work pressure
Chi-Square Tests
Asymptotic
Square
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Continuity .000 1 1.000

Correctionb
Fisher's Exact 1.000 .607
Test
N of Valid Cases 55
8.98.
Table 6.1.15 Chi square on Gender and work pressure
As the value is .992>.05, null is accepted
Both genders feel overloaded with their work when in a team.
Occupation*Work pressure
Chi-Square Tests
Asymptotic
Significanc
Square
N of Valid Cases 55
Table 6.1.16 Chi square on Occupation and work pressure
As the value .591>0.05, null is accepted
Different occupation people feel that they work extra in a team in comparison to their work
when done individually.
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CHAPTER 7: FINDINGS
 Diversity in work place does not have much influence on an individual’s work, individuals
are open to working with people of all walks of life. However, gender is seen to be playing
an unignorable role in the mindset of people towards diversity in workplace.
 With reference to the responses of this survey, it is evident that most of the respondents are
not comfortable working with a supervisor.
 Good teams inspire their members to work better and show progress even at an individual
level and a majority of the respondents value the opinion of their teammates. Frequent
exchange of feedback within a team is followed and well appreciated.
 As an extension of the previous finding, it has been recorded in the survey that people don’t
think twice to get help from their teammates when required.
 Communication within teams does not seem to be a barrier.
 Individuals don’t fear away from taking responsibilities at work.
 On contrary to the previous findings, all of which were favorable to collectivism, it is
recorded that a big lot of the respondents prioritize their individual goals over the overall
organizational goals.
 Non-syncing communities have an impact on the group’s performance as individuals easily
display emotions and frustrations on their colleagues.
 Teamwork has also impacted and changed the perspective of its members.
 People do not meet their expected level of privacy while working in a team, however
gender and occupation do not contribute much to this breach of privacy.
 Gender bias is spotted more in groups than in an individual workspace.
 People are not very comfortable deferring to greater authority and hierarchy.
 Teamwork contributes to individual growth and progress.
 People may not feel unnoticed or unheard, but they feel overloaded when in group.
 Gender and occupation play a crucial role in deciding if an individual considers the team
member’s opinions, but they do not influence the choice of individual or organizational
goals.
 Gender of an individual contributes nothing to being inspired by the team, while occupation
decides the level of inspiration in a team.
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CHAPTER 8: SUGGESTIONS
An individualist workplace culture, also known as organizational individualism, emphasizes the
contributions and unique qualities of the individual. In such a culture, employees earn
recognition for their personalities, qualifications, competencies, and specific contributions.
Even in a team setting, particular members of the group may earn a reputation as top talents.
This dynamic can foster creativity and high individual performance since the employees are
likely to expect rewards in the form of recognition and incentives. Employees in an
individualist workplace culture may feel that they have the liberty to inject their personal
qualities into their work. When writing a report, for example, they may choose to incorporate
their unique authorial voice. A presentation may include flourishes that express the presenter's
personality.
A collectivist workplace culture emphasizes the needs and accomplishments of the group rather
than of its individual members. The primary focus in such a culture is the greater good of the
organization, or at least that of the team. The values that matter most, then, are those that foster
strong group dynamics, such as: Teamwork and cooperation, Collaboration, Communication,
Honesty, Empathy, Emotional intelligence. A workforce with a collectivist mentality is more
likely to attribute their successes and fortunes to the efforts of a group, even if particular
members were mainly responsible for the outcome. A project, for example, may have
succeeded largely thanks to the problem-solving and decision-making talents of the project
manager, but a collectivist-minded manager would report to the stakeholders that the entire
team was responsible for the achievement. Therefore, the whole team, not just the manager,
receives recognition and incentives. Similarly, when facing challenges, the entire team shares
the responsibility for any deficiencies and works together to overcome them.
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CHAPTER 9: CONCLUSION
Collectivism and individualism, as well as independent and interdependent self-construal’s, are
social constructs that determine the behaviour and motive of individuals in a particular society.
The power to determine human character emanates from the differences that exist between the
constructs. While individualism constructs champion for autonomy, uniqueness, and self-
independence, collectivism construct places a lot of value on society and advocates for societal
progress. The implication that transpires from the difference is evident in the diversity among
societies and individuals, who hold on to the constructs. Principally, individuals, who practise
individualism construct, demonstrate independent personalities motivated to achieve personal
objectives and place little focus on societal rights. On the other hand, people who hold on to
collectivism or interdependent construct emphasise on society and encourage each other to
develop and achieve combined goals that benefit everyone in the group.
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CHAPTER 10: REFERENCES

1. Wong, Y. J., Wang, S. Y., & Klann, E. M. (2018). The emperor with no clothes: A
critique of collectivism and individualism. Archives of Scientific Psychology, 6(1), 251.
2. Sinha, J. B., Sinha, T. N., Verma, J., & Sinha, R. B. N. (2001). Collectivism coexisting
with individualism: An Indian scenario. Asian journal of social psychology, 4(2), 133-145.
3. Voronov, M., & Singer, J. A. (2002). The myth of individualism-collectivism: A critical
review. The Journal of social psychology, 142(4), 461-480.
4. Zhu, H. (2020). Computational social simulation with E-CARGO: Comparison between
collectivism and individualism. IEEE Transactions on Computational Social
Systems, 7(6), 1345-1357.
5. Triandis, H. C. (2001). Individualism‐collectivism and personality. Journal of
personality, 69(6), 907-924.
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CHAPTER 11
APPENDIX
Collectivism Vs Individualism
The data being collected is purely for educational purposes and understanding human
behaviour, there would be no sharing of data for any third parties.
Name
Age
Below 18
18-25
26-35
36-45
45 and above
Gender
Male
Female
Prefer not to say

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Occupation
Studen
t IT
Core
Government Employee
Entrepreneur
Freelancer
Unemployed
Teacher/Professor
Email ID
Your annual income
<200000
200001-500000
500001-800000
>800000
Student/Unemployed
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Does working with diverse people make you comfortable?
Not so mfor abl Very comfortable

t e
How often do you have difficult times while working with a supervisor
Nev e Always
r
Does your team inspire you to do better at work?
Strongly Disag re Strongly Agree

e
I seek help from my teammates and share the burden to complete work on time

e
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You make effort to consider your team member's opinions when working in a team

e
How effectively do you communicate with your team members?
Not always To great extent
How often do you take responsibility for your work in a team
Seld o Very Often

m
You provide feedback to your team members and accept feedback from them
for improvement
Seld o Frequently
m
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You give importance to fulfilling your individual goals as compared to the

overall organizational goal.
Strongly Agree Strongly Disagree
Do you display emotions and frustration on your colleagues while working with non-
syncing community on a project?
Do you feel any change in your perspective towards a problem when working in a
group?
Not to at Ex ten To a great Extent

gre t
I cannot find privacy while working in a team

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Do you feel you are being heard when making decision in a group?

e
Gender Bias is experienced more in group than while working individually
How comfortable are you with deferring to greater authority, hierarchical or social?
Very mu h dissatisfie Very much satisfied

c d
I can grow when I work in a team rather than Individually
Strongly Disag re Strongly agree

e
P a g e | 40
Do you feel you are being treated differently in group that is not matching your
personality?

e
Have you ever felt that you have been over loaded when working in a group?

e
Your thoughts on how collectivism can have an impact on your individual performance

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CHAPTER 2: NEED FOR STUDY

1. To study the preference of employees in the aspect of individualism or collectivism.

GENERAL RESEARCH QUESTIONS

1. Does gender affect the preference between individualism and collectivism? If so to

To study which culture is preferred between collectivism and individualism

the given set of samples.

● To study the behaviour of individual and team players.

● To find the influence of individualism and teamwork in a workplace.

CHAPTER 4: LITERATURE REVIEW

1. “The Emperor With No Clothes: A Critique of Collectivism and Individualism” (Y.

2. “Collectivism coexisting with individualism: an Indian scenario” (Jai B. P. Sinha, T.

3. “The Myth of Individualism–Collectivism: A Critical Review” (MAXIM VORONOV

general trend in social psychology. Key words: alternative dimensions, critical

4. “Computational Social Simulation With E-CARGO: Comparison Between

5. “Individualism-Collectivism and Personality” (Harry C. Triandis) (May 2002). This

CHAPTER 5: RESEARCH METHODOLOGY

5.1 RESEARCH OBJECTIVES

5.2 RESEARCH DESIGN

5.3 RESEARCH INSTRUMENTS

The independent variables in this project are gender and occupation.

5.4 TIME HORIZON

5.5 RESEARCH PROCESS

The extracted information is mentioned below,

Type of Research: Quantitative

Research Approach: Collection of data, analysis and interpretation

Source of Data: Primary Data

Mode of data collection: Questionnaire

Data collection Instrument: Google Forms

5.6 DESCRIPTIVE RESEARCH

5.7 SOURCE OF DATA

CHAPTER 6: ANALYSIS AND INTERPRETATION

Fig 1 Age response

● 92.7% of the respondents are of the age group 18-25

Fig 2 Gender response

● 34.5% of the respondents belong to female group

Fig 3 Occupation response

● 1.8% of the respondents belong to accountant category

Fig 4 Annual income response

● 1.8% of the respondents belong to 500001-800000

6.b QUESTIONS RELTED TO INDIVIDUALISM AND COLLECTIVISM:

Fig 5.1 Bar diagram Q1

Fig 5.2 Bar diagram Q2

Fig 5.3 Bar diagram Q3

Fig 5.4 Bar diagram Q4

Fig 5.5 Bar diagram Q5

Fig 5.6 Bar diagram Q6

Fig 5.7 Bar diagram Q7

Fig 5.8 Bar diagram Q8

Fig 5.9 Bar diagram Q9

Fig 5.10 Bar diagram Q10

Fig 5.11 Bar diagram Q11

Fig 5.12 Bar diagram Q12

Fig 5.13 Bar diagram Q13

Fig 5.14 Bar diagram Q14

Fig 5.15 Bar diagram Q15

Fig 5.16 Bar diagram Q16

Fig 5.17 Bar diagram Q17

Fig 5.18 Bar diagram Q18

6.1 SPECIFIC ANALYSIS WITH RESPECT TO “GENDER” AND “OCCUPATION”

Null hypothesis H0: yes, it has significance

Alternate Hypothesis H1: no, it has no significance

Test: chi square test