final draft_1

Identification of Management Culture among Management
Professionals in Kerala
Submitted by
Aleena Treesa E.J
Reg No: 85213175
In partial fulfilment of the requirements for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
Of
COCHIN UNIVERSITY OF SCIENCE AND TECHNOLOGY
MAY 2015
DEPARTMENT OF MANAGEMENT STUDIES
Toc H INSTITUTE OF SCIENCE & TECHNOLOGY
Arakkunnam P.O, Ernakulam District, KERALA –682 313

DECLARATION
I hereby declare that the Project Report titled “Identification of Management Culture
among Management Professionals in Kerala” is a record of bonafide work done by
me under the supervision of Mrs. Pearly Saira Chacko, Assistant Professor,
Department of Management Studies, Toc H Institute of Science & Technology and
that no part of this report has formed the basis for award of any degree, diploma,
associate ship, fellowship or any other similar title or recognition in any other
institution.
Cochin
Date: Aleena Treesa E.J.

Toc H INSTITUTE OF SCIENCE & TECHNOLOGY
Arakkunnam P.O, Ernakulam District, KERALA – 682 313
DEPARTMENT OF MANAGEMENT STUDIES
Certificate
This is to certify that the project titled “Identification of Management Culture
among Management Professionals in Kerala” submitted by Aleena Treesa E.J.
of MBA Semester IV is a bonafide account of the work done by her under our
supervision, during the academic year 2014 - 2015 in partial fulfilment of the
requirements for the award of the degree of MASTER OF BUSINESS
ADMINISTRATION of COCHIN UNIVERSITY OF SCIENCE AND
TECHNOLOGY
………………………... .…..………………...................
Asst. Prof. PearlyS Chacko Prof. Dr. Hareesh N Ramanathan
Project Guide HOD
…………………………… .…..………………………
Prof. Dr. Suresh Manimala Prof. Dr. D Vincent H Wilson
Dean Principal

ACKNOWLEDGEMENT
First and foremost, I thank God Almighty for his support and blessings showered
upon me to complete my project within the stipulated time.
I owe my sincere thanks to Prof. Dr. Hareesh N Ramanathan (Professor and Head,
Dept. of Management Studies, Toc H Institute of Science & Technology) & Mrs.
Pearly Saira Chacko (Assistant Professor & Faculty Guide), who supported me
throughout the work with excellent guidance. I take this opportunity to thank all
other faculty members in the college and staff members for their valuable
suggestions and sincere co-operation rendered to me during the academic period.
I wish to pay my gratitude to my parents and family members for their constant
encouragement, motivation, help and moral support throughout my academic
pursuits.
Finally, I must extend my thanks to all my friends and well-wishers for the
encouragement, sustained help and prayer which I got from them.

TABLE OF CONTENTS
Content No. Page No.
I INTRODUCTION 1
1 Introduction 2
1.1 Background of the Study 5
1.2 Scope of the Study 5
1.3 Statement of the Problem 5
1.4 Objectives 5
1.5 Limitations of Study 5
II REVIEW OF LITERATURE 6
2 Review of Literature 7
2.1 Conclusion 15
III METHODOLOGY 16

3 Introduction 17
3.1 Research Design 17
3.2 Sampling Technique 17
3.3 Tools used for data Collection 17
3.3.1 Hofstede’s 5 cultural values 18
3.4 Validity and Reliability 19
3.5 Tools used for data Analysis 19
IV DATA ANALYSIS AND DISCUSSION 21
4 Introduction 22
4.1 Demographic profile 22
4.2 Check Normality 27
4.3 Kruskal Wallis Test 28
4.4 One Sample Test 34
V
FINDINGS AND CONCLUSIONS
45

5.1 Findings 46
5.2 Conclusion 48
Bibliography
Appendix

LIST OF TABLES
Table No. Title of the Table Page No.
3.4 Validity and Reliability 19
4.1.1 Gender 23
4.1.2 Experience 24
4.1.3 Sector 25
4.1.4 Age 26
4.2.1 Tests Normality 27
4.3.1 K.W.T: Group Variable: Gender 28
4.3.2 K.W.T: Experience V/s Hofsted’s CV 28
4.3.2(a) Mean Rank : Power Distance 29
4.3.2.(b) Mean Rank: Masculinity 30
4.3.3 K.W.T. Age V/s Hofstede’s 5 CV 31
4.3.4 K.W group variable: Sector V/s Hofstede 5 CV 32
4.3.4(a) Mean Rank- Uncertainity Avoidance 33
4.3.4(b) Mean Rank- Masculinity 34
4.4.1 One Sample T-Test Power Distance 34
4.4.1.1 Hypothesis Testing 35
4.4.1(a) Statistics- Power Distance 35
4.4.2. One sample T-Test U.A. 36
4.4.2(a) Statistics of Uncertainity Avoidance 37
4.4.2(b) Cross Tabulation 38
4.4.2(c) Chi-Square Test 39
4.4.3 One Sample T Test- Collectivism 39

4.4.3(a) Statistics of Collectivism 40
4.4.4 One Sample T- Test Masculinity 41
4.4.4(a) Statistics of Masculinity 42
4.4.5 One Sample T-test- Long Term Orientation 43
4.4.5(a) Statistics of Long Term Orientation 44
List of Charts
4.1.1 Gender Statistics 22
4.1.2 Experience Statistics 23
4.1.3 Sector Statistics 24
4.1.4 Age Statistics 26

1. Introduction
The Concept
According to Kroeber and Kluckholn (1952) culture consists of patterns, explicit
and implicit, of and for behavior acquired and transmitted by symbols,
constituting the distinctive achievement of human groups, including their
embodiment in artifacts. The essential core of culture consists of traditional (i.e.,
historically derived and selected) ideas and especially their attached values.
Culture systems may, on the one hand, be considered as products of action, and
as conditioning elements of future action. In the words of Hofstede (1980) culture
is, “The collective programming of the mind which distinguishes the members of
one human group from another The interactive aggregate of common
characteristics that influences a human group’s response to its environment.”
Anthropologist Symington (1983) has defined culture as, that complex whole
which includes knowledge, belief, art, law, morals, customs and capabilities and
habits acquired by a man as a member of society.”
The Indian perspective of culture given by Sinha (2000) suggests that “Culture
consists of totality of assumptions, beliefs, values, social systems and institutions,
physical artifacts and behaviour of people, reflecting their desire to maintain
continuity as well as to adapt to external demands.” What these descriptions
suggest is a set of value systems that are equally shared by all the members. They
take a long time to evolve and are sustained over a long period of time. They
form a common core which binds people together. Work culture, on the other
hand, is a totality of various levels of interaction among organisational factors
(boundaries, goals, objectives, technology, managerial practices, material and
human resources, and the constraints) and organismic factors (skills, knowledge,
needs, and expectations) interact among themselves at various levels. Over a
period of time they develop roles, norms and values focusing work and is called
work culture.
From the1960s onwards, management researchers have shown interest in the
concept of culture because it was believed that culture has an influence on
managerial behavior and performance At the same time, there are many problems

that obstruct the advancement of research in culture, making it difficult to reach a
clear understanding of the relationship between culture and management
Organization culture refers to a system of shared meaning held by members that
distinguishes the organization from other organization. It is the basic pattern of
shared assumptions, values and beliefs considered to the correct way of thinking
about and acting on problems and opportunities facing the organization. Cultures
also share languages, or ways of speaking. From a communication perspective,
cultures are made and remade through the words we use to describe our world.
Culture represents a common set of values (“shared meanings”), shared by
members of a population, a organization, a project/programme purpose unit or a
profession .Culture change with the times but the speed at which the culture of
different institutions change varies widely.
Organization cultures have important roles culture unites (brings together)
employees by providing a sense of identity with the organization. Culture enables
organizations to differentiate themselves from one another. It generates commitment,
personal interests. Culture sets organization norms, rules and standards. Thereby,
culture enables employees to function in an organization, by teaching them how to
behave. Culture becomes especially important in a program/project
based organization. In such a organization, the hierarchy is flat and decision-making
is moved to the project/programme purpose units and departments. In this context,
culture provides the guiding light towards achievement of goals and objectives.
Many managers want to know how people come to share perceptions, interpretations,
and attitudes, as well as how workplace symbolism shapes the way people feel and
act. The goal may not be conformity per se, as there are countless benefits to
intellectual diversity. Nonetheless, there is a widespread belief that certain types of
intellectual commonality can reduce unproductive conflict, promote collaboration,
and align work towards a single purpose—all without the need for overbearing
supervision. There is also something about cultural pride that can lift the heart and
inspire the mind to better serve the common good. Organizational culture is a
potentially powerful force.
.

An organisation with a predominantly internal process culture, for example,
may be more resistant to reforms aimed at promoting innovation. Pollitt and
Bouckaert (2004, p.55) note: ‘We would also expect staff in high uncertainty
avoidance cultures to be more concerned with rule-following and more reluctant to
risk changing jobs - both factors of some importance for those reformers who want to
deregulate bureaucracies and encourage more rapid job change in the public service’.
Practitioners in both the private and public sectors have come to realise that
organisational change often requires changing the organisation’s culture and
learning. For example, in terms of improving career progression arrangements in the
civil service, O’Riordan and Humphreys (2002) suggest a need for a change in
organisational culture in many areas of a department. In particular, O’Riordan (2004)
says that ‘developing a culture in which career progression and development of staff
is prioritised represents an important retention and motivation tool’ .Agency, found
that the agency was more adept than other
Organisational culture has common properties, it is found that large
organisations have a dominant culture and a number of sub – cultures. The core
values shared by the majority of the organisational members constitute the dominant
culture. Therefore, whenever one refers to the culture of an organisation one actually
talks about the dominant culture of an organisation one actually talks about the
dominant culture. Subcultures within an organisation are a set of shared
understandings among members of one group/department/geographic operations If
an organisation does not have a dominant culture and is comprised only of various
sub – cultures, its effectiveness would be difficult to judge and there will be no
consistency of behaviour among departments. Hence, the aspect of common or
shared understanding is an essential component of organisational culture. Also,
organisational culture exists.
Organizational culture is viewed in terms of self-realization, status enhancement
,inventive values and socio-economic support. Self-realization consists of values
such as achievement, ability utilization, advancement, aesthetics, personal
development, and peace of mind. Status enhancement, one of the variables of
organizational culture, consists of values of altruism, authority, physical activity, and
prestige. Inventive values ,another variable of organizational culture, consists of
values of autonomy, creativity, lifestyles, risk-taking, and variety.

1.1 Background of the study
In India socioeconomic cultural religious, patriarchal, feudal and spiritual
factors have a major influence on the work ethics and culture prevalent in the
organization. People are affected by the culture in which they live, Similarly, an
individual working for any organization with a firmly established culture will be
influenced by the values, beliefs, and expected behaviors of the organization. There
is at least some sound evidence that variations in cultural values may have a
significant impact on employee turnover and possibly employees job performance.
Hence the study of organization culture is important for understanding the practices
of organization. To identify that the people in the organization how they are working
efficiently in the organization.
1.2 Scope of study
Cultural values make the impact on management, organisation and work.
Managing cultural diversity in the workplace posses a big challenges in the present
scenario.
1.3 Statement of the Problem
In Kerala different types of people involve in the organization. They have different
behaviour . The main challenges of the management professionls want to interact
with people who have different culture
1.4 Objectives
• To assess the organizational culture prevalent culture among
management professionals.
• To assess the prominent cultured values system in the different
sectors.
1.5 Limitations
 Small Sample size
 Time constrains, Convincing employees to collect data.

2. Review of literature
(Mozaffari1, 2003) This study has reviewed unverified connection between
organizational culture and leadership styles. It has uncovered a lack of congruence
between the dominant type of organizational culture and leadership styles. This
observed lack of congruence may be inhibiting performance and unconsciously
perpetuating a cycle of caution and an over reliance on stability and control. This
study are in agreement with the fact that almost of the universities in a nationwide
study currently have a Hierarchy culture type (Current culture type). The strength of
the culture is determined by the number of points conceded to a specific culture type.
In the current situation, the Hierarchy culture type is slightly strong, while in the
preferred situation the Adhocracy culture type is considered moderately strong
(Singh*, 2010) Thornhill, Lewis, Millmore, and Saunders (2000) found a
potential role for HR-centered strategies to be used to change or realign the culture of
an organization. An organization can change its culture through its recruitment
strategy of replacing managers with those from outside, restructuring the
organization, downsizing the workforce, training programmes, new reward strategies
and performance management to alter employee behaviours or reinforce emergent
ones. HRM has been proposed by others to be a potentially powerful lever for
shaping and changing the culture of an organization to make the organization more
effective (Schien, 1983; Ulrich, 1997).
(Junchen, 2012) (Kotter john P. & Heskett, 1992). There are two main
branches for the research on the organization culture--one on the measure of the
organization research the following issues to examine the relationship between the
organization culture and corporate performance. Since John P. Kotter and James L.
Heskett (1992), more and more studies have examined the relationship between the
organization culture and corporate performance. Some optimistic researches claim a
positive relationship, while there are still some adjective ones, especially considering
the culture rigidity the authors delineated organizational cultures into intracultural
and extra cultural whose changes are crucial to organizational functioning.

(Ismael Younis Abu-Jarad, Nor’Aini Yusof,Davoud Nikbin, 2007) This
study focuses on the definition and measurement of organizational culture and sheds
the light on the important studies on the topic. It also sheds the light on the culture-
performance literature. In the 1980s, there were ‘obsessions’ by researchers to focus
on the Strong Theory- a search for strong shared values in organization which were
supposed to result in performance for the organization. Perters and Waterman (1982)
claimed that high performance firms could be distinguished from low performance
firms because they possessed certain cultural traits and ‘strong culture
(Lather, 2010) This study states that the investigation aimed at finding out
the differences and the similarities which existed across different cultures (Asian,
America and Australian) as far as resolving interpersonal conflict was concerned and
how cultural factors played a role in choosing different styles to conflict resolution..
This is the first study which has brought three continents one platform and compared
their differing conflict resolution styles in the light of their cultural values.
(Jing, Pu, 2010) Cross-cultural human resource management that is more
specific under international human resource management. Brewster (2002) argued
that the majority of studies in International human resource management have
traditionally focused on expatriation: the cross-border assignments of employees that
last for a significant period of time. However, there are few researches talking about
the harmonious working relationship between the expatriates and local employees.
(Kennedy, Deal, 1982) Organizational culture has been identified as a
mediating variable in this study. There are many terms used by different researchers
to denote organizational culture. Similarly, there are many definitions of
organizational culture. Organizational culture has been characterized by many
authors as something todo with people and the unique quality and style of the
organization (Kilman et al; 1985), and the way things are done in the organizations
(Deal & Kennedy, 1982). Sometimes, organization culture is also known as
“corporate culture”. “Corporate Culture” is used to denote the more
“commercialized” meaning of organizational culture..
(Osibanjo Omotayo Adewal,Adeniji Adenike Anthonia, 2013) The impact
of organizational culture on human resource practices in some selected Nigerian

private universities. The statistical analysis was based on two hundred and thirty-
seven respondents in the selected studied private universities showing that a close
relationship exists between organizational culture and recruitment process, training
programmes, job performance management, performance of employees, pay
structure, and compensation administration. Thereby accelerating human capital
development within the organization, which tends to reduce labour turnover. In the
same vein, the association that exists between training programmes and
organizational value, belief, and practice implies that management or decision
makers in institutions should endeavor to incorporate their belief, value and practices
in the training and development programme designed for the employees.
(Tzai-Zang Lee, Ya-Fen Tseng) Organizational culture has been shown to
influence organizational effectiveness. This study defined the eight dimensions of
organizational culture as: (1) Staff-oriented; (2) achievement-oriented; (3)
innovative; (4) analytical; (5) social relationships; (6) rewarding staff; (7) stable
work environment; (8) demanding. These eight dimensions of organizational culture
showed generally sufficient characteristic. this study presented the efficiency which
the organizational culture powerfully influenced the organizational effectiveness was
built clearly in the organizational cultures in the electronic industry in Taiwan. , the
demanding factor of organizational culture has most influence on the strategy ends
factor of organizational effectiveness on the four cultures.
(Dasgupt, 2013) This study intends to find answers to certain questions such as:
'how does culture evolve in the organization?', 'Can culture really impact corporate
performance?', 'can culture be managed?”. Literature related to organizational culture
reinforces the fact that culture is crucial to organizational change initiatives;
management of human resources across nations and leadership to effect
organizational performance. To a large extent it supports the firm to develop long
term corporate sustainability. This paper aims to understand the dynamics of
Organizational Culture with contrast to Organizational Performance and the
underlying research In fact, the studies revealed that researchers have not really
identified which specific variables encompass an effective organizational culture, nor
have they provided substantial empirical evidence to suggest if leaders in

organizations improved the amount of time and quality of energy dedicated to
developing a particular type of organizational culture.
(Cisco culture study, 2001) Cisco had a culture based on the principles of
customer focus, transparent communication, employee empowerment, integrity, and
frugality. The work culture, which epitomized fun and fostered a spirit of employee
involvement, ensured that employee turnover was way below industry norms.
Continuous Learning, an element of the Cisco culture, was taken care of even
through acquisition and partnerships. The case also looks into the role played by the
company's CEO, John Chambers, in the evolution of the Cisco.
(Stoyko, 1992)Organizational culture is both a “vessel” for preserving organizational
memory and a force that conditions the way organizational memory is managed by
other means. A detailed breakdown of the specific elements of organizational culture
is conducted in order to describe this dual relationship. It is argued that the goal of
managers should be the creation of a learning-oriented culture while avoiding the
politicization of culture. Given that culture cannot be manipulated directly, managers
need to develop a sophisticated repertoire of leadership skills and a keen sense for
sociopsychological dynamics.
(Orla O’Donnell,Richard Boyle) suggests an ambiguity in terms of the link with
organisational performance as strong cultures have been shown to hinder
performance (unadaptive) and there is also a problem of isolating the impact of
corporate culture on performance. The problems associated with the
culture/performance linkage include validation concerns in terms of measurement, as
the effect of a particular cultural variable may not affect all performance-related
organisational processes in the same way. Researchers also view it as a socially
constructed norm and not just a managerial control strategy -’caught not taught’.
Hatch (1997) suggests that organisations should aim to manage with cultural
awareness and not merely manage the culture.
(Davide Ravasi,Majken Schkuls)Organizational responses to environmental
changes that induce members to question aspects of their organization's identity. Our
findings highlight the role of organizational culture as a source of cues supporting
“sense making” action carried out by leaders as they reevaluate their

conceptualization of their organization, and as a platform for “sensegiving” actions
aimed at affecting internal perceptions. Building on evidence from our research, we
develop a theoretical framework for understanding how the interplay of construed
images and organizational culture shapes changes in institutional claims and shared
understanding
(Bryan Adkins,David Caldwel, 2004)The Organizational Culture Profile (OCP),
this research investigated the extent to which fit between individuals and their
competency groups and the organization were related to job satisfaction. Even in a
consulting firm with a strong organization culture, we found small, but interpretable,
differences between the value-based cultures of the competency groups in the firm.
Although the two forms of fit were highly correlated, both individual consultants' fit
with the culture of their competency group and the organization as a whole were
significant predictors of job satisfactions about the identity of an organization.
(Jennifer A. Chatman, Karen A. Jehn, 1994)This study investigated the
relationship between two industry characteristics, technology and growth, and
organizational culture. We examined this relationship by comparing the cultures of
organizations within and across industries. Using 15 firms representing four
industries in the service sector, we found that stable organizational culture
dimensions existed and varied more across industries than within them. Specific
cultural values were associated with levels of industry technology and growth. One
implication of this finding is that the use of organizational culture as a competitive
advantage may be more constrained than researchers and practitioners have
suggested.
(Cengiz Yilmaz,Ercan Ergun, 2008)The study examines the effects of four major
organizational culture traits, involvement, consistency, adaptability, and mission, on
measures of firm effectiveness, using data collected from manufacturing firms in
Turkey. firm's ability to develop successful new products is influenced primarily by
the adaptability and consistency traits. Employee satisfaction is determined for the
most part by the involvement trait. Finally, while imbalanced combinations of certain
pairs of cultural traits exert the expected negative effects on performance indicators,
others seem to have positive effects.

(Nokia: Shaping The Organizational Culture, 2004)Nokia, the Finnish
multinational, is renowned for its organisational culture. A flat, networked
organisation along with flexibility and speedy decision-making form the main
elements of Nokia's culture. CEO, Jorma Ollila's leadership has played an important
role in shaping Nokia's culture. Nokia had introduced various innovations in its
people processes to achieve a positive employer image. Nokia believed in providing
individuals with a platform for personal growth in a challenging environment
(Lee, 2006)The purpose of this study is to investigate the possible relationships
between corporate culture and organizational performance among Singaporean
companies. The objectives of this study are twofold: first, it aims to investigate the
validity of the culture construct. Can culture construct be operationalized along
distinct, repeatable dimensions? Second, it attempts to assess how culture affects
organizational performance. The organizational culture profile was used as the
primary research instrument. Culture was found to impact a variety of organizational
processes and performance. While more research remains to be done in this area, this
study has demonstrated the power of culture in influencing organizational
performance.
(Fakhar Shahzad,Rana Adeel Luqman,Ayesha Rashid Khan,Lalarukh Shabbir
, 2012)This study states that want to demonstrate conceptualization, measurement
and examine various concepts on organization culture and performance. After
analysis it is found that organizational culture has deep impact on the variety of
organizations process, employees and its performance. This also describes the
different dimensions of the culture. Research shows that if employee are committed
and having the same norms and value as per organizations have, can increase the
performance toward achieving the overall organization goals. More research can be
done in this area to understand the nature and ability of the culture in manipulating
performance of the organization. Managers and leaders are recommended to develop
the strong culture in the organization to improve the overall performance of the
employees and organization.
(Uddin, 2012)The primary aim of this paper is to examine the impact of
organizational culture on employee performance and productivity from the
perspectives of multinational companies operating especially under the

telecommunication sector of Bangladesh in South Asia. The paper has applied
qualitative methodology focusing on a case study of Grameenphone (GP) (a
subsidiary of Teleron in Norway), the leading telecommunication based subsidairy in
Bangladesh. The paper argues that organizational culture significantly influences
employee performance and productivity in the dynamic emerging context.
(Fougère) Hofstede and his influential cultural model from 1980. In this article, our
aim is not to merely repeat the already formulated objections to the latter model,
concerning its ontology, epistemology and methodology, but rather to focus on the
very words of Hofstede himself in his second edition of Culture’s Consequences
(2001). With a broadly postcolonial sensibility, drawing on authors such as Said and
Escobar, we contend that Hofstede discursively constructs a world characterized by a
division between a ‘developed and modern’ side (mostly ‘Anglo-Germanic’
countries) and a ‘traditional and backward’ side (the rest) and discuss the cultural
consequences of such colonial discourse.
(Alharbi Mohammad Awadh,Alyaha, Mohammed Saad, 2013)The organization
culture helps in internalizing joint relationship that leads to manage effective
organization processes. The productivity and culture of organization helps in
improving performance. In more than 60 research studies 7600 small business units
and companies’ performance from 1999 to 2007 have been evaluated. The positive
association between culture and performance helps in improving results of
organization. The job performance of organization has a strong impact of strong
organization culture as it leads to enhance productivity. The norms and values of
organization based upon different cultures influence on work force management. In
an organization strong culture enables to effective and efficient management of work
force employees. The net profit in an organization helps in enhancing performance of
employee
(Raduan Che Rose ,Naresh Kumar ,Haslinda Abdullah,Goh Yeng Ling , 2008)
Literatures pertaining to organizational culture constantly reinforce that culture is
imperatives for organizational change efforts, deployment of human resources and to
a large extent aid in sustaining competitive edge. Indeed leaders are challenged to
revolutionize their organizational culture as to address the business world mutiny.
This article attempts to provide some insights into the organizational culture and how

it might assist in increasing organizational performance. The literature on
organizational culture and performance revealed that companies that know how to
develop their cultures in an effective way most probably have the benefit of
advancement in productivity and the quality of work life among the employees.
Indeed, employees must absorb the organizational culture at the maximum strength
and the top management should provide a precise guideline and direction to motivate
the employees in achieving the company’s objectives.
(Dimitrios Belias,Athanasios Koustelios, 2014)The purpose of the present study is
to provide a critical review of the relation between organizational culture and the
levels of job satisfaction experienced by employees.the employees’ preference of
organizational culture is likely to be affected by demographic characteristics,
especially gender. It can be supported, therefore, that measuring and analyzing an
institution’s organizational culture in combination with its employees’ demographic
and individual characteristics may lead to valuable conclusions, so that job
satisfaction is promoted.
(Tharp, 2009)In organizational analysis, culture describes the influence and
interaction among employees and between employees and the specific institution,
organization or service they work in. Hence, contemporary organizations and
companies are considered to be social groups, and in this way their function should
be studied and promoted. Studying an organization’s specific culture is fundamental
to the description and analysis of organizational phenomena
(Dugan silvia, Maracine Mihaela Somona) The success of an organizsation and the
achievement of long- term sustainable performance largely depend on how managers
attach importance to organisational culture and how they are interested in its analysis
and evaluation. This paper presents a literature review of some qualitative and
quantitative instruments for exploration of organizational culture. The study`s
conclusion is that there is no ideal method of assessing organizational culture. The
degree to which any instrument is considered to be suitable depends on the particular
reason for which it is to be used and the context within which is to be applied.
(Isidre March Chodra) This study seeks to identify characterstics, values and
behaviours of organisational culture which either enhance or discourage innovation.
A major finding from this study states that decision makers do not need to be overly
concerned with maintaining a loose corporate structure. A significant degree of

bureaucracy coupled with a rigid structure does not necessarily inhibit innovation. In
fact, for large multinational companies with subsidiaries, an innovation culture can
be generated despite the prevalence of a certain level of rigidity, bureaucracy and
hierarchical organizational structure.
2.1 Conclusion
From the above mentioned papers talks about important culture of an
organization. Culture describes the influence on the interaction among employees
and between employees and the specific institution. Today managers has to
understand control the different dimensions of culture manage different people from
have different cultural background.

CHAPTER -3
RESEARCH METHODOLOGY

3. Introduction
The research methodology is the specification of method of acquiring the
information needed to structure or solve the problem. This chapter relates to what are
the methods that adopted for conducting for this survey. This study was conducted
to understand the management culture prevalent in Kerala among Management
Professionals in Kerala.
3.1 Research Design
Exploratory research often relies on secondary research such as reviewing
available literature and/or data, or qualitative approaches such as informal
discussions with consumers, employees, management or competitors, and more
formal approaches through in-depth interviews, focus groups, projective
methods, case studies or pilot studies. The Internet allows for research methods that
are more interactive in nature.
3.2 Sampling Technique
Snowball sampling uses a small pool of initial informants to nominate,
through their social networks, other participants who meet the eligibility criteria and
could potentially contribute to a specific study. The term "snowball sampling"
reflects an analogy to a snowball increasing in size as it rolls downhill
3.3 Tools Used For Data Collection
Hofstede’s five dimensions of cultural values (CV) SCALE that used for data
analysis.
Hofstede’s developed his original model as a result of using factor analysis to
examine the results of a world-wide survey of employee values by IBM in the 1960s
and 1970s. The theory was one of the first that could be quantified, and could be
used to explain observed differences between cultures.This metric measures cultures
on five dimensions
1. Power Distance
2. Uncertainty Avoidance
3. Individualism/collective
4. Masculinity/femininity

5. Long Term Orientation
 Power distance index (PDI): "Power distance is the extent to which the less
powerful members of organizations and institutions (like the family) accept and
expect that power is distributed unequally." Individuals in a society that exhibit a
high degree of power distance accept hierarchies in which everyone has a place
without the need for justification. Societies with low power distance seek to have
equal distribution of power. Cultures that endorse low power distance expect
and accept power relations that are more consultative or democratic.
 Uncertainty avoidance index (UAI): "a society's tolerance for uncertainty
and ambiguity". It reflects the extent to which members of a society attempt to
cope with anxiety by minimizing uncertainty. People in cultures with high
uncertainty avoidance tend to be more emotional. They try to minimize the
occurrence of unknown and unusual circumstances and to proceed with
careful changes step by step planning and by implementing rules, laws and
regulations. In contrast, low uncertainty avoidance cultures accept and feel
comfortable in unstructured situations or changeable environments and try to
have as few rules as possible. People in these cultures tend to be more pragmatic,
they are more tolerant of change.
• Individualism (IDV) vs. collectivism: "The degree to which individuals are
integrated into groups". In individualistic societies, the stress is put on personal
achievements and individual rights. People are expected to stand up for
themselves and their immediate family, and to choose their own affiliations. In
contrast, in collectivist societies, individuals act predominantly as members of a
lifelong and cohesive group or organization People have large extended
families, which are used as a protection in exchange for unquestioning loyalty.
 Masculinity (MAS), vs. femininity: "The distribution of emotional roles between
the genders". Masculine cultures 'values
are competitiveness, assertiveness, materialism, ambition and power, whereas
feminine cultures place more value on relationships and quality of life. In
masculine cultures, the differences between gender roles are more dramatic and

less fluid than in feminine cultures where men and women have the same values
emphasizing modesty and caring.
 Long-term orientation (LTO), vs. short term orientation: First called "Confucian
dynamism", it describes societies' time horizon. Long-term oriented societies
attach more importance to the future. They foster pragmatic values oriented
towards rewards, including persistence, saving and capacity for adaptation. In
short term oriented societies, values promoted are related to the past and the
present, including steadiness, respect for tradition, preservation of one's
face, reciprocation and fulfilling social obligations.
3.4 . Validity and Reliability
185 respondents from management professionals from different culture,
sector and experience.

CHAPTER 4
DATA ANALYSIS AND DISCUSSION

4. Introduction
From the data that was collected, on the basis of gender,sectors, age,
experience. After the data analysis the following details has been interpreted.Data
was collected from management professionals who have different level of
experience, age, sectors.Data that collected on the basis of gender.
4.1 Demographic Profile
4.1.1 Gender Statistics
(table no 4.1.1a)
Gender Statistics
Mean 1.3784
Std. Deviation .48630
Minimum 1.00
Maximum 2.00
Interpretation
The Mean of the respondents is 1.3784 having a Standard Deviation of .48630.
(Graph 4.1.1 Gender statistics)
From the above table,we can understand that out of 185 professionals who
took part in the survey, 62.16% were males and 37.84% were female

(table no 4.1.1 b)
Interpretation
From the total 185 of the respondents were male and contribute 62.2% . The
rest 37.8% of the respondents were female .
4.1.2 Experience Statistics
(Table no 4.1.2 a)
Statistics
Experience
N Valid 185
Missing 0
Mean 1.8973
Range 2.00
Minimum 1.00
Maximum 3.00
Interpretation
Above table shows that the mean value is 1.8973,Standard deviation is .66369.
The range of experience is 2. The experience is minimum less than 5, 5-10 years,
more than 10 yrs.
Gender
Frequency Percent Valid Percent Cumulative
Percent
Valid Male 115 62.2 62.2 62.2
Female 70 37.8 37.8 100.0
Total 185 100.0 100.0

(Graph 4.1.2 experience statistics)
.
The experience of the management professionals was classified into 3 categories
namely less than 5 years, 5-10 yrs, more than 10 years. From the above table ,it can
be seen that out of 185 respondents, 55.14% had experience between 5-10 years
,27.57% had less than 5 yrs experience. 17.30% had experience more than 10 yrs
experience.
(Table no 4.1.2.b)
Experience
Frequency Percent Valid Percent
Cumulative
Percent
Valid Less than 5 yrs 51 27.6 27.6 27.6
5-10yrs 102 55.1 55.1 82.7
More than 10
yrs
32 17.3 17.3 100.0
Total 185 100.0 100.0
Interpretation
Above table shows that 27.6% professionals respondents who had less than 5
yrs.55.1% of respondents who had 5-10 years experience. 17.3% respoundents who
had more than 10 years experience.

4.1.3 Sectorstatistics
(Table 4.1.3.a)
Statistics
Sector that you are working
N Valid 185
Missing 0
Mean 2.4486
Range 3.00
Minimum 1.00
Maximum 4.00
Interpretation
Above table shows that sector mean is 2.4486, Standard deviation is .98842.The
sector that collected information from Manufacturing ,service , banking and IT sector
(Graph 4.1.3 sector statistics)
Data was collected from management professionals who were from different
sector Manufacturing, Service, I.T., Banking sectors. Out of 185 respondents,
22.16% responses were from manufacturing sector. 24.86% responses were from
service sector. 38.92% responses were from IT sector.14.05% responses were from
banking sector

(Table no: 4.1.3.b)
Sector that you are working
Cumulative
Percent
Valid Manufacturing
sector
41 22.2 22.2 22.2
Service Sector 46 24.9 24.9 47.0
I.T. Sector 72 38.9 38.9 85.9
Banking Sector 26 14.1 14.1 100.0
Total 185 100.0 100.0
Interpretaton
Above table shows that 22.2 % respoundents from manufacturing sector. 24%
respoundents from service sector. 38.9% respoundents from I.T. sector.14.1%
respoundents from Banking sector.This table implies that more respoundent from I.T.
sector. Less respoundents from Banking sector
4.1.4. Age Statistics
(Table no: 4.1.4 a)
Statistics
AGE
N Valid 185
Missing 0
Mean 1.6324
Range 2.00
Minimum 1.00
Maximum 3.00
Interpretation
The Mean age of the respondents is 1.6324 having a Standard Deviation of
.64692.The age cateogaries into were below 30 years. between 31-40 years. above
41years. Minimum is below 30 years. Maximum is above 40 years.

(Graph 4.1.4 age statistics)
Above diagram shows that age of the respondents were categories into three
from age group 30 bellow, 31-40 age ,41 and above . Out of 185 respondents,
45.95% were below 30 years. 44.86% were between 31-40 years. 9.19% respondents
were above 41years.
(Table no: 4.1.4 b)
Age
Cumulative
Percent
Valid 30 & Below 85 45.9 45.9 45.9
31 to 40 83 44.9 44.9 90.8
41 & above 17 9.2 9.2 100.0
Total 185 100.0 100.0
Interpretation
Above table shows that the management professionals 45.9% respondents are
age 30 and bellow. 44.9% respondents are age 31- 40. Age 41 and above respondents
are 9.2%

4.2 Test for Reliability
Reliability is degree which assess for stable for consistency. It shows
reliability score shows consistency/ stability overtime .
(Table no: 4.2.1)
Cronbach’s Alpha Numbers of items
.811 26
Interpretation
Realiability of construct was checked and chronback alpha that found
to be .811. This value shows that the questionnaire was consistent.
4.3 Check for normality
Normal test was done to compare the scores of Power Distance,
Uncertainity Avoidance, Individualism, Masculinity, Long term Orientation in the
sample to a normaly distributed set of scores with the same mean and standard
deviation
4.3.1 Hypothesis testing
H0= Sample distribution is normal
H1= Sample distribution is not normal
(Table no 4.3.1)
Interpretation
The results of Kruskal Wallis Test and Shapiro-will normality test for
5 dimensions Power Distance, Uncertainity Avoidance, Individualism, Masculinity,
Long term Orientation shown about since both the test p value less than 0.05 which
indicate that the data is not normal.
Since data is not normal parameter test could not be used for the
analysis. Hence non parameter test could not be used for the analysis. Hence
nonparameter test like Kruskal Wallis, One sample T-test were used.

4.4 Kruskal Wallis Test
Kruskal Wallis is a rank based Non parameter test that can be used to
determine. If there is an statistical difference between two or more groups of
independent variable on a continous or dependent variable.
4.4.1 Grouping Variable: Gender
H0: The mean ranks of the groups are same
H1: The mean ranks of the groups are same
(Table no:4.4.1)
Power Distance
Uncertainty
Avoidance Collectivism Masculinity
Long Term
Orientation
Chi-
Square
.871 .521 .113 1.538 .739
df 1 1 1 1 1
Asymp.
Sig.
.351 .470 .736 .215 .390
Interpretation
Thus we can conclude that Power Distance, Uncertainty Avoidance, Collectivism,
Masculinity, Long Term Orientation does not vary across gender. It can be seen from the
above table that the significant value p>0.05 the test is not significant hence we accept the
null hypothesis. The mean rank Power Distance, Uncertainty Avoidance, Collectivism,
Masculinity, Long Term Orientation does not vary across gender.

4.4.2Kruskal Wallis Test : Experience in Hofstede 5 cultural values.
H0: Mean culture values are same
H1: Mean culture values are not same
(Table 4.2.2)
Power Distance Uncertainity Aviodance Masculinity
Chi-Square 6.286 15.033 8.101
df 2 2 2
Asymp. Sig. .043 .001 .017
Interpretation
Above table shows that the Hofstede 5 dimensions with experience ie,Power
distance, Uncertainity, Masculity that varies with experience
.In this case, since P< .05 its found that Power Distance, Uncertainty
Avoidance, Masculinity varies across categories of experience. Other dimensions
like Long Term Orientation, Collectivism does not varies the categories of
experience.
4.4.2(a) Mean Rank-Power Distance
(Mean Rank Table 4.4.2(a))
Experience N Mean Rank
Power Distance Less than 5 yrs 51 79.63
5-10yrs 102 94.56
More than 10 yrs 32 109.33
Total 185
Interpretation
Above table shows that the mean rank of power distance the
respondents who have experience more than 10 years experience followed by

respoundents and it least for mean rank which less 5 years. Conclude that Power
Distance is more for the highly experienced person that means highly experience
professionals accept hierarchies in positions in organization, That is they do not
believe Power distance doesnot equal hierarchies
4.4.2(b) Mean Rank- Uncertainity Avoidance
Interpretation
Above table shows that the management professionals who have more
than 10 yrs experience increase in uncertainity avoidance. They try to minimize the
occurrence of unknown and unusual circumstances and to proceed with
careful changes step by step planning and by implementing rules, laws and
regulations. That is highly experienced management professionals ability to try to
avoid uncertainity.
4.4.2(c) Mean Rank- Masculinity
(Table no:4.4.2(c))
Masculinity Less than 5 yrs 51 75.94
5-10yrs 102 97.09
Total 185
(Mean Rank Table 4.4.2(b))
Uncertainity Aviodance Less than 5 yrs 51 76.22
5-10yrs 102 92.12
Total 185

Interpretation
Above table shows that the Masculinity index also increases with
experience. Masculity is the highest for respondents with experience more than 10
years. That means highly experienced professionals tend to be more
competitiveness, assertiveness, materialistic, ambitious and clariy for power.
4.4.3 Kruskal Wallis Test: Age vs Hofstede’s
5 cultural values
(Table no 4.4.3)
Uncertainity
Aviodance
Chi-Square 7.413
df 2
Asymp. Sig. .025
Interpretation
Above table shows that the 5 dimensions with age. Uncertainity
avoidance varies with age. (P<.05 its found that Uncertainity
Avoidance varies categories of age). To maintain rigid codes of
belief and behavior and are generally intolerant toward deviant
persons and ideas.
4.4.3(a). Mean Ranks –Uncertainity Avoidance
(Table no:4.4.3(a))
AGE N Mean Rank
Uncertainty
Avoidance
30 & Below 85 82.62
31 to 40 83 98.96

41 & above 17 115.76
Total 185
Interpretation
Above table shows that uncertainity avoidance is highest for the age group of 41
and above . Professionals belonging to this age group try their maximum to avoid
uncertainties. Ie, they try to minimize the occurrence of unknown and unusual
circumstances and to proceed with careful changes step by step planning and by
implementing rules, laws and regulations.
4.4.4 Kruskal Wallis Grouping Variable: Sector vs Hofstede 5 cultural
values.
(Table no4.4.4)
Power Distance Masculinity
Chi-Square 8.293 10.243
df 3 3
Asymp. Sig. .040 .017
Interpretation
Above table shows that 5 dimensions with sector only the Power Distance
and Masculinity varies with sector.( In this case, since P< .05; its found that
Power Distance, Masculinity varies across categories of sector)

4.4.4(a). Mean Ranks – Power Distance
(Table no 4.4.3(a))
Sector that you are
working N Mean Rank
Power Distance Manufacturing sector 41 103.41
Service Sector 46 103.12
I.T. Sector 72 79.06
Banking Sector 26 97.27
Total 185
Interpretation
Above table shows that compared to I.T and Banking sector, power distance is
high for Manufacturing & Service Sector. Among the different sectors, IT sector
has got the least Power Distance (Mean Rank= 79.06) .That is, Power is unequally
distributed along hierarchies in Manufacturing & Service Sectors. There is no
equal distribution of power
Masculinity
4.4.3(b). Mean Ranks – Masculinity
(Table no: 4.4.3(b))
Sector that you are
working N Mean Rank
Masculinity Manufacturing sector 41 93.02
Service Sector 46 111.18
I.T. Sector 72 79.50
Banking Sector 26 98.17
Total 185
Interpretation
Above table shows that the sectors, Masculinity is highest for Service Sector

followed by Banking sector compared to, Manufacturing and IT Sector is less In
service and IT sector the Masculine cultures' values
like competitiveness, assertiveness, materialism, ambition and power.
4.5 One sample T-test
Statistical procedure of an perform for testing mean value of a distribution.
4.5.1 One sample T-test- Power Distance
Whether sample comes from the population the specific mean one
sample T-test is conducted for Power distance
(Table no 4.5.1(a))
N Mean Std. Deviation Std. Error Mean
Power Distance 185 15.4108 4.03839 .29691
Interpretation
From the above table shows that mean is 15.4108 .
4.5.1.1 Hypothesis Testing
H0: The mean power distance is the same as test value
H1: The mean power distance is not same as test value
(Table no 4.5.1(b))
One-Sample Test
Test Value = 15
t df
Sig. (2-
tailed)
Mean
Difference
95% Confidence
Interval of the
Difference
Lower Upper
Power
Distance
1.384 184 .168 .41081 -.1750 .9966

Interpretation
It can be seen that above table value is greater than 0,05. So we accept null
hypothesis there is no significant deviation or sample mean.
4.5.1(c) Statistics- Power Distance
(Table no: 4.5.1(c))
Power Distance
Cumulative
Percent
Valid Low 91 49.2 49.2 49.2
High 75 40.5 40.5 89.7
Very High 19 10.3 10.3 100.0
Total 185 100.0 100.0
Interpretation
Above table shows Power Distance is 49.2% is low and other 50.8% is high that
means the there is an unequal distribution of powers to the levels of managers.
Societies with low power distance seek to have equal distribution of power
4.5.2 One sample T-test Uncertainity Avoidance
The sample comes from the population the specific mean one sample
T-test conducted for uncertainity avoidance
(Table no 4.5.2(a))
One-Sample Statistics
N Mean Std. Deviation
Std. Error
Mean
Uncertainity Aviodance 185 20.2703 2.89911 .21315

Interpretation
From the above table it can be seen that the mean Uncertainity avoidance for the
sample is 20.2703
4.5.2.1 Hypothesis testing
H0: The mean uncertainity Avoidance is the same as test value
H1: The mean uncertainity Avoidance is not same as test value
(Table no:4.5.2(b))
One-Sample Test
Test Value = 15
t df
Sig. (2-
tailed)
Mean
Difference
95% Confidence
Interval of the
Difference
Lower Upper
Uncertainity
Aviodance
24.726 184 .000 5.27027 4.8497 5.6908
Interpretation
It can be seen above table p value is less than 0.05. So there is a significant
deviation or sample mean
(Table no:4.5.2(c))
Statistics of Uncertainity Avoidance
Cumulative
Percent
Valid Low 8 4.3 4.3 4.3
High 84 45.4 45.4 49.7
Very High 93 50.3 50.3 100.0
Total 185 100.0 100.0

Interpretation
Above table shows that the management professionals
who had uncertainity avoidance is 4.3 % is low and 95.7% is
high.
UA * Experience Cross tabulation (Table no:4.5.2.(d))
Experience
Total
Less
than 5
yrs 5-10yrs
More
than 10
yrs
UA Low Count 6 2 0 8
% within
UA
75.0% 25.0% .0% 100.0%
% within
Experience
11.8% 2.0% .0% 4.3%
High Count 25 51 8 84
% within
UA
29.8% 60.7% 9.5% 100.0%
% within
Experience
49.0% 50.0% 25.0% 45.4%
Very
High
Count 20 49 24 93
% within
UA
21.5% 52.7% 25.8% 100.0%
% within
Experience
39.2% 48.0% 75.0% 50.3%
Total Count 51 102 32 185
% within
UA
27.6% 55.1% 17.3% 100.0%
% within
Experience
100.0% 100.0% 100.0% 100.0%
Interpretation
From the above table seen that 75% of the respoundents with more 10 years
experience score in uncertainity Avoidance and other 25% high score in
uncertainity avoidance which means to say that all the respoundents with more 10
years experience had higher very high scores for uncertainity avoidance. This
implies that as experience professionals try to avoid uncertainities.

We can observed that 98% of the respoundents with experience 5-10 years have
high to very high scores uncertainity avoidance. Only 2% has got low uncertainity
avoidance.
It also seen that 88% of respoundents of less than 5 years has score high to very
high uncertainity avoidance
(Table no:4.5.2.(e))
Chi-Square Tests
Value df
Asymp. Sig.
(2-sided)
Pearson Chi-Square 18.020a 4 .001
Likelihood Ratio 17.781 4 .001
Linear-by-Linear
Association
12.856 1 .000
N of Valid Cases 185
a. 3 cells (33.3%) have expected count less than 5. The
minimum expected count is 1.38.
Interpretation
Above table seen the significant that is p<0.05 the cross tabulation inference is
valid which means to say that as experience increases uncertainity avoidance
score has increases. That is , has people gain experience high is their Uncertainity
score.
4.5.3. One sample T-test – Collectivism
In collectivism whether sample comes from the population the specific mean one
sample T-test is conducted for collectivism.
(Table no 4.5.3(a))
Collectivism 185 22.1892 3.80958 .28009

Interpretation
From the above table it can be seen that the mean collectivism for the sample is
22.1892
4.5.3.1. Hypothesis Testing
H0: The mean collectivism is the same as test value
H1: The mean collectivism is not same as test value
(Table no 4.5.3(b))
One sample test
Test Value = 15
t df
Sig. (2-
tailed)
Mean
Difference
95% Confidence Interval
of the Difference
Lower Upper
Collectivism 25.668 184 .000 7.18919 6.6366 7.7418
(Table no 4.4.3.2)
Interpretation
In above table seen that the p value is less than 0.05. So we cannot accet null
hypothesis. There is a significant deviation or sample mean.
(Table no 4.5.3(c))
Interpretation
The above table shows that the Collectivism had high majority of professionals gave
important to the group interest than individuals interest.
Statistics of Collectivism
Cumulative
Percent
Valid Low 28 15.1 15.1 15.1
High 106 57.3 57.3 72.4
Very High 51 27.6 27.6 100.0
Total 185 100.0 100.0

4.5.4. One sample T-test-Masculinity
In order to determine whether sample comes from the population the specific mean
one sample T-test is conducted for Masculinity
(Table no:4.5.4(a))
Masculinity 185 13.2108 3.40937 .25066
Interpretation
From the above table it can be seen that the mean Masculinity for the sample is
13.2108
4.5.4.1. Hypothesis Testing
H0: The mean Masculinity is the same as test value
H1: The mean Masculinity is not same as test value
(Table no:4.5.4(b))
One-Sample Test
Test Value = 12
t df Sig. (2-tailed)
Mean
Difference
95% Confidence Interval of
the Difference
Lower Upper
Masculinity 4.830 184 .000 1.21081 .7163 1.7054
Interpretation
It can be seen above table p value is lessthan 0.05. So we cannot accept null
hypothesis. There is significant deviation or sample mean.

(Table no:4.5.4(c))
Statistics of Masculity
Cumulative
Percent
Valid Low 65 35.1 35.1 35.1
High 95 51.4 51.4 86.5
Very High 25 13.5 13.5 100.0
Total 185 100.0 100.0
Interpretation
Above table shows that the Masculinity is 51.4% high ie, The distribution of
emotional roles between the genders”. Masculine cultures' values
are competitiveness, assertiveness, materialism, ambition and power, and also there
is a 35.1% low it is called feminism. It means feminine cultures place more value
on relationships and quality of life.
4.5.5. One sample T-test- Long Term Orientation
Inorder to determine whether sample comes from the population the specific mean
one sample T-test is conducted for Long term orientation.
(Table no: 4.5.5(a))
Long Term Orientation 185 24.5405 2.86655 .21075
Interpretation
From the above table it can be seen that the mean Long Term Orientation for the
sample is 24.5405

4.5.5.1 Hypothesis testing
H0: The mean long term orientation is the same as test value.
H1: The mean long term orientation is not same as test value.
(Table no: 4.5.5(b))
One-Sample Test
Test Value = 18
t df
Sig. (2-
tailed)
Mean
Difference
95% Confidence Interval
of the Difference
Lower Upper
Long Term
Orientation
31.034 184 .000 6.54054 6.1247 6.9563
Interpretation
It can be seen above table p value is lessthan 0.05. So we cannot accept null
hypothesis. There is significant deviation or sample mean.
(Table no: 4.5.5(c))
Interpretation
Long-term orientation societies attach more importance to the future. It involves
pragmatic values oriented towards rewards, including persistence, saving and
capacity for adaptation.
Long term orientation
Cumulative
Percent
Valid Low 9 4.9 4.9 4.9
High 67 36.2 36.2 41.1
Very High 109 58.9 58.9 100.0
Total 185 100.0 100.0

Chapter-5
Findings and Conclusions

5.1 Findings
In this study to identification of Management culture among Management
Professionals in Kerala. Hofstede’s 5 dimensions was used that is Power Distance,
Uncertainity Avoidance, Collectivism, Masculity, Long Term Orientation was used
to identifying the Management culture in Kerala
Power Distance
I. It was found that the Power distance varies with experience and
sector.
II. It was found Kruskal Wallis Test; Power Distance score was highest
for respoundents with more than 10 years experience followed by
respoundents with 5-10 years experience. This implies that highly
experience professionals tend to accept hierarchies in which everyone
has a place without any need for justification.
III. While comparing Power Distance across different sectors rank of
power distance was found to be lowest for IT sector were as the mean
rank power distance is highest in manufacture and service sector
which implies that manufacturing and service sector has the power
distance is not relatively equal when compared to IT sector.
Uncertainity Avoidance
I. Using one sample test Uncertainity avoidance is higher than the
sample score.
II. Both Kruskal Wallis and chi-square test found that Uncertainity
avoidance score was highest for management professionals tend to
minimize the occurrence of unknown circumstances by careful by
systematic planning by implementing following rules and
regulations.
Collectivism
I. One sample T-test shown that the mean collectivism score sample
group was significantly higher than the mean score of the population.
Masculity

I. From Kruskal wallis test it was seen that for the mean rank of
masculinity was highly experience from more than 10 years
experience followed by 5-10 years experience which implies
management professionals tend to
competitiveness, assertiveness, materialistic, ambitious and clariy for
power.
II. Kruskal Wallis test it was seen that the mean rank for masculinity was
highest for service sector and least for IT sector which means
masculinity values which more exhibited in service sector was more
ambitious assertive and competitive.
III. From one sample T-test shown that the mean masculinity score sample
group was significantly higher than the mean score of the population
Long term orientation
I. From one sample T-test shown that the mean Long term orientation score
sample group was significantly higher than the mean score of the population
5.2. Conclusion
Many prior researcher found that Hofstede 5 dimensions CV scale it is very
valid and usefull tool for measuring organization culture.
In this research it is found that power distance and uncertainity avoidance
were highly experienced management professionals. That is management
professionals with greater experience tend to avoid uncertainity also believed
that the power distribution in organization is not equally distributed. This
could be because of their experience in the professionals field, they must have
to learned to accept the reality generally all 5 dimensions was highly to
management professionals above average among professionals in Kerala.

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Appendix
Questionnaire
I’m Aleena Treesa E.J, MBA student of Toc H institute of Science & Technology.
This survey is done as a part of my summer project. Kindly corporate to provide the
details asked on this questionnaire.
The following questions are asked to understand the management culture of
Professionals. Please keep this in mind while answering the following.
Section1
1. Approximately how many people are employed in your organization?
a. Less than 100 b. 100-500 c. 500-1000 d. More than 1000
Direction: Please respond to the questions by circling the number that most closely
represents your observations about the following statements.
1-Strongly Disagree, 2 – Disagree , 3 – Neutral , 4 – Agree , 5 – Strongly Agree
2.People in higher positions should make most decisions without
consulting people in lower positions
1
2
3 4 5
3. People in higher positions should not ask the opinions of
people in lower positions too frequently.
1
2
3 4 5
4. People in higher positions should avoid social
interaction with people in lower positions
1 2 3 4 5
5. People in lower positions should not disagree
with decisions by people in higher positions
1 2 3 4 5
6. People in higher positions should not delegate
important tasks to people in lower positions.
1 2 3 4 5
7. It is important to have instructions spelled out in detail so that I
always know what I'm expected to do.
1 2 3 4 5
8. It is important to closely follow instructions and 1 2 3 4 5

Procedure
9. Rules and regulations are important because they
inform me of what is expected of me.
1 2 3 4 5
10. Standardized work procedures are helpful 1 2 3 4 5
11. Instructions for operations are important 1 2 3 4 5
12. Individuals should sacrifice self-interest for
the group.
1 2 3 4 5
13. Individuals should stick with the group
even through difficulties.
1 2 3 4 5
14.Group welfare is more important than
individual rewards
1 2 3 4 5
15. Group success is more important than
individual success.
1 2 3 4 5
16. Individuals should only pursue their goals
after considering the welfare of the group.
1 2 3 4 5
17. Group loyalty should be encouraged even if
individual goals suffer
1 2 3 4 5
18. It is more important for men to have a professional
Career than it is for women.
1 2 3 4 5
19.Men usually solve problems with logical analysis:
women usually solve problems with intuition.
1 2 3 4 5
20. Solving difficult problems usually requires an active,
forcible approach, which is typical of men.
1 2 3 4 5

21. There are some jobs that a man can always
do better than a woman
1 2 3 4 5
Direction: Please respond to the questions by circling the number that most closely
represents your observations about the following statements.
1-Not at all important, 2- Not important, 3- Neutral, 4- Important,
5- Very Important
22. Careful management of money 1 2 3 4 5
23. Going on resolutely in spite of
Opposition
1 2 3 4 5
24. Personal steadiness and stability 1 2 3 4 5
25. Long-term planning 1 2 3 4 5
26. Giving up today's fun for success in the future 1 2 3 4 5
27. Working hard for success in the future 1 2 3 4 5
Section2: Information of the Respondent
Name:
Age:
Gender: : Male Female
Experience : Less than 5 yrs 5-10 yrs More than 10 yrs
Designation :

Name of the company that you are currently working for:
Email :-----------------------------------------------------

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