Organizational Culture of Public and Private Sector Banks

organisational stopping point of ordinary and Private Sector brinksIn the past 25 years, the concept of governmental agri refinement has gained wide word meaning as a federal agency to understand military military force systems. From an open-sytems perspective, each grimace of organisational burnish tramp be seen as an Copernican environmental condition affecting the system and its subsystems. The examination of organisational kitchen-gardening is as advantageously as a valuable analytical tool in its own right.This way of looking at organic laws borrows heavily from anthropology and sociology and uses many of the same equipment casualty to repair the building blocks of acculturation. Edgar Schein, angiotensin converting enzyme of the most prominent theorists of organisational farming, gave the succeeding(a) actually open definitionThe close of a group can straight off be delimit as A pattern of shargond base assumptions that the group learned as it so lved its problems of external adaptation and interior integration, that has hammered well enough to be considered valid and therefore, to be taught to new pieces as the correct way to perceive, think, and feel in relation to those problems. (Schein 373-374)The pattern of sh bed values, beliefs and assumptions considered to be the appropriate way to think and act at heart an boldness. burnish is sh ard ending helps members solve problemsCulture is taught to newcomersCulture strongly sets fashionLayers of Culture1.1 Elements of refiningG. Johnson described a ethnic web, identifying a issuance of elements that can be utilize to describe or influence Organizational CultureThe Paradigm What the organization is about what it does its mission its values.Control Systems The processes in place to monitor what is going on. Role cultures would own vast rulebooks. in that respect would be more reliance on individualism in a power culture.Organizational Structures Reporting lines, h ierarchies, and the way that work flows through the caper. mightiness Structures Who makes the decisions, how widely spread is power, and on what is power establish?Symbols These include organisational logos and designs, but also extend to symbols of power such as parking spaces and executive washrooms.Rituals and Routines anxiety meetings, board reports and so on whitethorn contract more habitual than necessary.Stories and Myths build up about plurality and events, and convey a message about what is valued within the organization.These elements may overlap. Power structures may depend on control systems, which may achievement the very rituals that generate stories which may not be true.1.2 Dimensions of Organizational CultureInnovation and risk-takingThe degree to which employees are encouraged to be innovative and mother out risks.Attention to detailThe degree to which employees are expected to exhibit precision, analysis, and guardianship to detail.Outcome predilectionTh e degree to which management concentrate ones on results or outcomes or else than on technique and process.People preferenceThe degree to which management decisions meditate into consideration the effect of outcomes on people within the organization.1.3 Keeping a Culture AliveTo keep the culture alive of an organization following are to be considered-SelectionIdentify and hire individuals who provide apparel in with the cultureTop ManagementSenior executives establish and communicate the norms of the organizationSocialization1.4. Profiles of the coin depository financial institution presentment to ICICIICICI was formed in 1955 at the initiative of the World verify, the Government of India and representatives of Indian industry. ICICI marge (BSE ICICI) (formerly Industrial recognition and Investment Corporation of India) is Indias blown-upst individual(a) sector bank by mart metropolisization and second largest overall in terms of assets. Its industry grassrootsally i ncludes banking, insurance capital alliance. It has abouta ne iirk of 1,668 branches and about 4,883 ATMs in India and presence in 18 countries as well as near 24 million customers (at the end of July 2007). The coast is expanding in overseas markets and has the largest multinational balance sheet among Indian banks. ICICI Bank now has wholly-owned subsidiaries, branches and representatives statuss in 18 countries, including an offshore unit in Mumbai.ICICI Bank is also the largest issuer of credit separate in India. It is the most valuable bank in India in terms of market capitalization. ICICI Bank offers a wide range of banking products and financial service to corporate and retail customers through a variety of delivery impart and through its specialized subsidiaries and affiliates in the subjects of investment banking, life and non-life insurance, venture capital and asset management.The principal objective was to create a development financial institution for providing m edium-term and long-term project financing to Indian businesses. ICICI was the prototypical gear nonpareil to introduce the concept of branding in the Indian banking industry.ICICI Bank is angiotensin-converting enzyme of the Big Four Banks of India with soil Bank of India, axis of rotation Bank and HDFC Bank. knowledgeability to HDFCHdfc bank is one of the popular private sector banks. It was established in 1994.the encompassing name of hdfc bank is Housing Development Finance Corporation. It was the first bank to receive an approval from rbi for setting up bank in private sector. This bank was incorporated with the name HDFC bank ltd. and the registered fling office of hdfc bank is in Mumbai. At present the bank is having essence no. of 1412 branches and over 3275 ATMs across IndiaMAJOR POINTSIn 2002 HDFC bank witnessed and its uniting with times bank limited .with this both(prenominal) HDFC and times bank pass the first two private banks in new generation private sect or banks.In 2008 RBI approved coalition of Centurian bank of Punjab with HDFC bank. With this merger the total deposit reached RS 1,22,000 Crore. While advances were RS 89,000 crore and balance sheet size was RS 1,63,000 crore. any the branches of the bank are online connected with the other ensuring speedy funds enrapture for the customers. The bank is Continuously using up to date technology along with market position to build maximum market share.CAPITAL body structureHDFC banks total authorized capital is RS 550 crore at present from this the paid up amount is 424.6 crore. HDFC group holds 19.4%. The bank has about 5, 70,000 share holders. Its share find a listing on the commonplace commute (Mumbai and national stock exchange).hdfc banks American depository shares are listed on the New York stock exchange (NYSE).Introduction to SBISBI, the state bank of India is a habitual sector bank. It was founded in 1806 in Kolkata as Bank of Calcutta. Its headerquarters are situated i n Corporate Centre, Madam CamaRoad, Mumbai400 021 India. It includes the banking, insurance and capital market industry. The root of the subject Bank of India rest in the first decade of nineteenth century, when theBank of Calcutta, later renamed theBank of Bengal, was established on 2 June 1806.The Bank of Bengal and two other disposal banks, namely, theBank of Bombay(incorporated on 15 April 1840) and theBank of Madras(incorporated on 1 July 1843). All lead giving medication banks were incorporated as juncture stock companies, and were the result of theroyal charters. These three banks received the sole(prenominal) right to issue paper currency in 1861 with the Paper up-to-dateness mold, a right they retained until the formation of the declare Bank of India. The Presidency banks amalgamated on 27 January 1921, and the reorganized banking entity took as its nameimperial beard Bank of India. The Imperial Bank of India continued to pillow a joint stock company.The roots of the plead Bank of India rest in the first decade of 19th century, when theBank of Calcutta, later renamed theBank of Bengal, was established on 2 June 1806. The Bank of Bengal and two other Presidency banks, namely, theBank of Bombay(incorporated on 15 April 1840) and theBank of Madras(incorporated on 1 July 1843). All three Presidency banks were incorporated asjoint stock companies, and were the result of theroyal charters. These three banks received the exclusive right to issue paper currency in 1861 with the Paper Currency Act, a right they retained until the formation of theReserve Bank of India. The Presidency banks amalgamated on 27 January 1921, and the reorganized banking entity took as its nameImperial Bank of India. The Imperial Bank of India continued to remain a joint stock company.Pursuant to the provisions of the State Bank of India Act (1955), theReserve Bank of India, which isIndiaHYPERLINK http//en.wikipedia.org/wiki/Central_BankHYPERLINK http//en.wikipedia.org/wiki/C entral_Banks central bank, acquired a controlling elicit in the Imperial Bank of India. On 30 April 1955 the Imperial Bank of India became the State Bank of India. TheGovt. of Indiarecently acquired the Reserve Bank of Indias stake in SBI so as to remove any negate of interest because the RBI is the countrys banking regulatory authority.In 1959 the Government passed the State Bank of India (Subsidiary Banks) Act, enabling the State Bank of India to take over eight former State-associated banks as its subsidiaries. OnSept 13, 2008,State Bank of Saurashtra, one of its Associate Banks, merged with State Bank of India.State Bank of India is one of theBig Four Banksof India withICICI Bank,Axis HYPERLINK http//en.wikipedia.org/wiki/Axis_BankBankandHDFC Bank.Introduction to Punjab national bankThe Punjab National Bank or PNB is one of the well known mercenary and banking institutions India .it is the second largest government owned commercial bank in the country and offers financial ser vices in man sector. Around 37 million customers are served by the bank on an average basis. The customized facilities and services make it a trusted name in the domain of banking.Growth of pnbPunjab National Bank was registered under the Indian Companies Act on 19 May in the year 1894 and its first office was set up at Anarkali Bazaar in Lahore. Since then, the bank has become a great name in the field of banking and is very more preferred by the customers for the wide range of its services. Today, the bank has around 4,904 branches. payable to its facilities and services of high standards, Punjab National Bank has also been the recipient of a number of prestigious awards.Punjab National Bank offers financial solutions and services in an array of sectors. All these services that are offered keep pace with the changing market trends in order to fulfill the packs and preferences of the customers. Some of the well known sectors on which the main functions of the bank are establish arePersonal BankingCorporate BankingAgriculture finance servicesIndustrial finance servicesTrade financial servicesInternational banking services2. rule OF STUDYIn the past few decades, the concept of organizational culture has gained wide acceptance as a way to understand human systems. From an open-systems perspective, each aspect of organizational culture can be seen as an important environmental condition affecting the system and its subsystems. The examination of organizational culture is also a valuable analytical tool in its own right. This poll tries to find out the variations that prevail in public sector banks with that of private sector banks with respect of the dimensions, artifacts and power structure and so forth this lead also tries to find out the family between organization culture and demandal aim of the employees.3. REVIEW OF LITERATURE3.1 Schein 1998We can aslo charactertise culture as consisting of three takes. The most visible take is behavior and atri facts.this is the obserable level of culture and consist of behavior patterns and outward manifestations of culture perquistes provided to executives, dress code, level of technology utilized and the physical layout of the work spaces. All may be physical indcators of culture, but different to interpret. Artifacts and behavior may also pick out us what a group is doing, but not why.3.2 Koen 2009While both the strategic management and the network literature recognize the importance of inter-firm relationships for explaining agonistical advantage, the question why firms differ in their ability to benefit from these relationships is seldom addressed. This consider aims to begin to fill this gap in the literature and signal that organizational culture is an important factor influencing the relationship skills of a firm, defined as a firms ability to manage its ties with other firms, whether these are customers, suppliers, or service providers. The researcher assume relationship skil ls to be especially pertinent for the formation and bread and butter of close and durable transaction ties. The researcher tried and true the model on a dataset of 127 Dutch inter-firm relations and find general support. Specifically, researcher find that firms with organizational cultures characterized by an orientation towards stability and predictability, a positive orientation towards innovation, and not characterized by a strong centering on immediate results, score high on relationship skills. birth skills, in turn, are found to have a positive influence on the outcomes of inter-firm relationships in terms of learning, achieving innovations and gaining new contacts, but not in terms of immediate (financial) results.3.3 Indian Association of Computational Mechanism passage of arms types and habit of organization culture (2004)The potential positive or damaging consequence of relationship conflict versus task conflict for group members and organizations continues to be a controversial topic. Whereas a certain amount of agreement exists on the negative consequences of relationship conflict, the tell apart for task conflict is not as conclusive. This has led some authors (De Dreu Weingart, 2003a,b) to propose a contingence perspective. This article continues this begin and analyzes the influence of types of conflict on group members satisfaction and offbeat, considering the moderating role that organizational culture plays in this relationship. Two types of service organization have been studied private organizations with a high goal oriented culture, and public organizations with a low goal oriented culture. Results show that a) relationship conflict decreases both public and private workers job satisfaction and affective wellbeing b) task conflicts decrease private organization workers satisfaction and affective wellbeing, firearm this dysfunctional effect is absent in public organizations c) goal orientation moderates the effect of task conf lict in private organizations and d) support orientation moderates the effect of task conflict in public organizations.3.4 Berrio Organizational Culture Assessment Using the Competing Values FrameworkThe contemporary definition of organizational culture (OC) includes what is valued, the dominant leadinghiphip style, the language and symbols, the procedures and routines, and the definitions of success that characterizes an organization. OC represents the values, underlying assumptions, expectations, bodied memories, and definitions present in an organization (Schein, 1992 Cameron Quinn, 1999). Cameron and Quinn (1999) have developed an organizational culture manakin built upon a theoretical model called the Competing Values Framework. This framework refers to whether an organization has a predominant internal or external focus and whether it strives for flexibility and individuality or stability and control. The framework is also based on six organizational culture dimensions a nd four dominant culture types (i.e., clan, adhocracy, market, and hierarchy). In addition the framework authors generated an Organizational Culture Assessment instrument (OCAI) which is utilise to identify the organizational culture profile based on the core values, assumptions, interpretations, and approaches that characterize organizations (Cameron Quinn, 1999). The central issue associated with organizational culture is its linkage with organizational performance. Connections between OC and performance have been established. An increasing body of evidence supports a linkage between an organizations culture and its business performance. In the business arena, evidence has confirmed that companies which put emphasis in key managerial components, such as customers, stakeholders and employees, and leadership, outperform those that do not have these ethnical characteristics (Kotter Heskett,1992 Wagner Spencer, 1996). The competing values framework can be used in constructing an organizational culture profile. Through the use of the OCAI, an organizational culture profile can be drawn by establishing the organizations dominant culture type characteristics. In this respect the overall culture profile of an organization can be identified asClan an organization that concentrates on internal nourishment with flexibility, concern for people, and sensitivity for customers.Hierarchy an organization that focuses on internal maintenance with a need for stability and control.Adhocracy an organization that concentrates on external stead with a high degree of flexibility and individuality.Market an organization that focuses on external maintenance with a need for stability and control.The culture of Ohio State University Extension plays an important role in the way Extension mortalnel plan, implement, and evaluate educational programs. OSU Extension is perceived by its personnel to be an institution devoted to satisfying the needs and wants of its clients through p rograms that are understandably defined, sensible to public needs, constantly monitored for success, and pro-actively implemented.3.5 KAVANAGH ASHKANASY Impact of Leadership and Change Management Strategy on Organizational Culture in Case of spinal fusionThis case reports a longitudinal study that examined mergers between three large multi-site public-sector organizations. Both qualitative and quantitative methods of analysis are used to examine the effect of leadership and change management strategies on acceptance of cultural change by individuals. Findings insinuate that in many cases the change that occurs as a result of a merger is imposed on the leaders themselves, and it is oft the pace of change that inhibits the successful re-engineering of the culture. In this respect, the success or otherwise of any merger hinges on individual perceptions about the behavior in which the process is handled and the direction in which the culture is moved. Communication and a transpar ent change process are important, as this leave alone often determine not only how a leader will be regarded, but who will be regarded as a leader. Leaders need to be competent and trained in the process of transforming organizations to ensure that individuals within the organization accept the changes prompted by a merger.3.6 westerns perspective of Organizational culture (2003)In December 2003, Westerns Academic and Administrative Leaders and Managers received the results of Westerns survey of organizational culture, completed in July 2003. Staff academic and administrative leaders from 33 different groupings had an opportunity to respond to survey questions regarding What is expected, from a person in your role, to fit in and meet expectations here. A report for Western as a strong was compiled, and the leaders of the 33 groups were invited to requisition private sub-group reports for their own areas.The initiative was undertaken on behalf of the University by Human Resource s to provide a) tuition for focussing leader, stave, and organizational development initiatives, and b) baseline data for evaluating the outcomes of these initiatives over the adjacent 3 years. The survey will be repeated in 2007. seek on organizational culture conducted by the survey company used (Human Synergistics) shows that performance feedback systems and leadership practice exert the greatest influence on culture. Culture, in turn, can be correlated with levels of role clarity, role consistency, employee satisfaction, and dedication to customer service. Western has committed resources to enhance leadership practice, support campus-wide staff development, improve work systems, and more closely integrate academic and administrative leadership, so that all work is clearly aligned with Westerns academic mission. In an effort to enhance positive aspects of Westerns culture and to decrease negative aspects, leaders can now draw on research regarding the levers for change for influencing organizational culture. Areas to improve include communication processes, work design, the performance feedback system, and the participative dimension of the operable planning process.3.7 McMurray- Organizational modality and Organizational Culture (2003)This multi-method study explored the relationship between organizational clime and organizational culture in a newly emerging university. Organizational clime was explored through the distribution of a survey to 145 academic staff. An 88% response rate yielded 128 responses. To bring on the organizational culture, semi-structured interviews were, conducted with the Deputy Vice-Chancellor, the Deputy Principal, 7 Deans, and 15 Centre Heads from the mixed faculties. The study uncovered the ways in which organizational culture evolves and becomes intertwined with organizational clime. The data yielded new insights as to the ways in which organizational climate and culture intersect. This has particular relevance at t he sub-unit level where climate features are most positive in those faculties whose subcultures are congruent with the leadership culture, and are least positive in faculty subcultures that are incongruent with the leadership.3.8 Purang- HRD humor in Public and private organizationsMost researchers agree that a grateful HRD climate is extremely important for the ultimate achevement of the business goals. It is a phenemenon experience by the employees and often reffered to by expressions like environment, atmosphere and so on. Climate at the individual level is a summary perception of the organizations work environment that is descriptivr rather than evaluative in nature. Another approach to the climate is the cultural approach, which proposes that the climate arises from the intersubjectivety of the members as they interact within a circumstance established by an organizations culture. In the indian context type of organization influences the culture prevalent in the organizatio n. Since climate is an outcome of culture this study compares the HRD climate perceptions of public and private organizations. The study compares the perception of middle level managers from different organizations and gives the conclusion that in government organizatons there is need to improve HRD climate.3.9 Srimannarayana HRD climate in Dubai BankBased on the resonses of 212 employees working in a local bank in dubai, the study attempts to assess the HRD climate in a bank through a questionaire containing 38 items. The area of difference were identified in this study among the various categories of HRD climate. An attempt was make to find out the difference in the perception of HRD climate among the employees, based on position, nationality, gender and age and gives the conclusion that own(prenominal) power bases had a strong direct effect on job satisfaction.both position and personal power are positevely related to job satisfaction.3.10 Sengupta- Gender, work and organizati on cultureOrganizations work in social milieu and therefore the socio cultural factors greatly affect the organizational culture. The social role perception seemed to have a bearing on the structural role of men and women in the organization. The study aimed to examine the impact of social role on organization culture and managerial work behavior. The study concluded that managerial behavior is culturally influnced and women managers are percieved as equally competent as male managers. circumstance OF THE STUDY4.1 Universe/Population of the studyThe universe or the state of the study is confined to the four organizations viz, State bank of India, icici bank, hdfc bank and pnb4.2 course of study of respondentsThe respondents will be selected from the different levels of the management as per the need of the study. The respondents will be selected using the stratified random sampling.4.3 Region of the studyThe study will be confined to the region of jalandhar city only, the reason f or this toil to jalandhar only is collectable to time and cost constraints.RESEARCH METHODOLOGY5.1 Objectives Of the memorizeTo study and describe the prevailing organization culture of Private and Public sector banks in terms of -ArtifactsBeliefs, Values and AssumptionsDimentions of Organizational Culture kin between organization culture and structureRelationship between organization culture and power structure.To study the effect of promotion policies and subsequent employees turnover rate rate the comparison of the two orgaizations.To study the impact of organization culture on employees motivation level of two organizations.5.2 Sample Size and aimSampling is an essential technique in the field of research, Probably no concept is as fundamental to conduct research and interpretation of its results as is sampling. In survey kind of studies, the population under investigation is sort of large, making it practically impossible for researcher to research every member of the po pulation. The conclusions will be drawn and generalizations will be made on the basis of examination of some part of the whole population and this is termed as sampling. The population of study will consist of total number of employees working in the four banks.In this study the sample will selected from the head office of all four banks in jalandhar named as state bank of india, Punjab national bank, hdfc and icici. For this subprogram the whole the population will be change integrity into 5 categories i.e. M1, M2, M3, M4, and M5.5.3 Method of Data CollectionThe feedback forms will be used for the purpose of data collection. The feedback will be directly given(p) to the respondents. The instruction manual will be clearly given on the feedback forms to facilitate tripping and accurate responses but in order to avoid biasness in the responses the purpose of the study will not disclosed. The respondents will be assured that the figure would be kept confidential. if they faced an y bar in soul any item the meaning will be readily explained without biasing their responses in case of direct filling of questionnaire. These feedback forms will be given to whole of the sample and the feedback will be analyzed as by and by.5.4 Instrument to be UsedThe study will be conducted using pre-structured questionnaire. To facilitate answering, the questions will be developed in simple words, to convey the real and full meaning. The questionnaire will be also pre-tested to see whether the respondents would face any difficulty in understanding and answering the questions.The questionnaire will be divided into two parts. The first part of the questionnaire will aim at getting basic information relating to the respondents socio-economic background such as age, education, marital status, occupation, monthly income etc. and in the second part of the study the detailed information for the motivation level and impact of other cultural variables among employees.5.5 Statistical Analysis and ToolsThe data, after collection will be processed and analyzed, comparisons and analysis will be made. Thus, in the process of analysis, relationships or differences supporting or conflicting with cowcatcher or new hypothesis will be subjected to statistical tests of logical implication to determine with what validity data can be said to indicate any conclusion5.6 Proposed PlanIntroductionResearch MethodologyIntroduction to the companyData presentationAnalysisConclusionBibliography5.6 Limitations of the studyThe study do not take all the issues relating to the organization culture due to time constraint, but an attempt is made to cover all the important issues in the study.There may be some bias in the responses which cannot be ruled out. i.e. some of the feedbacks may not be given with honesty.