Sbi

DEFINITION OF BANK

Bank is, ―An establishment for custody of money received from or on behalf of,
its customers. Its essential duty is the payment of the orders given on it by the
customers, its profit mainly from the investment of money left unused by
them‖.
Banking Regulation Act, 1949 (Sec. 5(c)), has defined the banking company as,
―Banking Company means any company which transacts business of banking in
India‖.
According to Section 5B, ―banking means the accepting of deposit of money
from the public for the purpose of leading or investment, which are repayable
on demand or otherwise and are withdraw able by cheque, draft, and order or
otherwise.”

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Chapter-1
INTRODUCTION

1.1 INTRODUCTION OF ORGANISATION

1.1.1 Origin, Establishment& Aim of the company
The origin of the State Bank of India goes back to the firstdecade of the
nineteenth century with the establishment of the Bankof Calcutta in Calcutta on
2nd June 1806. Three years later the bankreceived its charter and it was re-
designed as the Bank of Bengal (2ndJanuary 1809). A unique institution, it was
the first joint-stock bank ofBritish India sponsored by the Government of
Bengal. The Bank ofBombay (15th April 1840) and the Bank of Madras (1st
July 1843)followed the Bank of Bengal. These three banks remained at the
apexof modern banking in India till their amalgamation as the ImperialBank of
India on 27th January 1921.
State Bank of India (SBI)is the largest banking and financial
services company in India. It is a state-owned corporation with its headquarters
in Mumbai, Maharashtra. The bank traces its ancestry to British India, through
the Imperial Bank of India, to the founding in 1806 of the Bank of Calcutta,
making it the oldest commercial bank in the Indian Subcontinent. Bank of
Madras merged into the other two presidencies banks—Bank of Calcutta and
Bank of Bombay—to form the Imperial Bank of India, which in turn became
the State Bank of India. TheGovernment of India nationalized the Imperial
Bank of India in 1955, with the Reserve Bank of India taking a 60% stake, and
renamed it the State Bank of India. In 2008, the government took over the
stakeheld by the Reserve Bank of India. SBI is ranked #292 globally in Fortune
Global 500 list in 2011.

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SBI provides a range of banking products through its vast network of branches
in India and overseas, including products aimed at non-resident Indians(NRIs).
The State Bank Group, with over 16,000 branches, has the largest banking
branch network in India. SBI has 14 local head offices situated at Chandigarh,
Delhi, Lucknow, Patna, Kolkata, Guwahati (North East Circle),
Bhuwaneshwar, Hyderabad, Chennai, Trivandrum, Banglore, Mumbai, Bhopal
& Ahmedabad and 57 Zonal Offices that are located at important cities
throughout the country. It also has around 130 branches overseas.
To retain the banks position as the premier Indian financial services. It also
aims to be a group with world class standards and significant global business
commitments to excellence in customer, shareholder and employee satisfaction
so as to play a leading role in expanding and diversifying financial services
while continuing emphasis on its development banking role.

1.1.2 Journey and Vision of SBI

The State Bank of India, the country‘s oldest Bank and a premier in terms of
balance sheet size, number of branches, market capitalization and profits.The
bank is entering into many new businesses with strategic tie ups –

a) Pension Funds,
b) General Insurance,
c) Custodial Services,
d) Private Equity,
e) Mobile Banking,
f) Point of Sale Merchant Acquisition,
g) Advisory Services,
h) Structured products etc.

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The Bank is forging ahead with cutting edge technology and innovative new
banking models, to expand its Rural Banking base, looking at the vast untapped
potential in the hinterland and proposes to cover 100,000 villages in the next
years.
It is also focusing at the top end of the market, on whole sale banking
capabilities to provide India‘s growing mid / large Corporate with a complete
array of products and services. Today, the Bank is the largest provider of
infrastructure debt and the largest arranger of external commercial borrowings
in the country. It is the only Indian bank to feature in the Fortune 500 list.
The Bank is changing outdated front and back end processes to modern
customer friendly processes to help improve the total customer experience.
With about 8500 of its own 10000 branches and another 5100 branches of its
Associate Banks already networked, today it offers the largest banking network
to the Indian customer.
The Bank is also in the process of providing complete payment solution to its
clientele with its over 8500 ATMs, and other electronic channels such as
Internet banking, debit cards, mobile banking, etc. With four national level
Apex Training Colleges and 54 learning Centre‘s spread all over the country
the Bank is continuously engaged in skill enhancement of its employees. The
bank is also looking at opportunities to grow in size in India as well as
internationally. It presently has 82 foreign offices in 32 countries across the
globe.
It has also 7 Subsidiaries in India –
a) SBI Capital Markets,
b) SBICAP Securities,
c) SBI DFHI,
d) SBI Factors,
e) SBI Life and

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f) SBI Cards
Forming a formidable group in the Indian Banking scenario. It is in the
process of raising capital for its growth and also consolidating its various
holdings.
In a recently concluded mass internal communication program termed
‗Parivartan‘ the Bank rolled out over 3300 two day workshops across the
country and covered over 130,000 employees in a period of 100 days using
about 400 Trainers, to drive home the message of Change and inclusiveness.
The CNN IBN, Network 18 recognized this momentous transformation journey,
the State Bank of India is undertaking, and has awarded the prestigious Indian
of the Year – Business, to its Chairman, Mr. O. P. Bhatt in January 2008.

1.2Position of the company

SBI is a regional banking behemoth and is one of the largest financial
institutions in the world. It has a market share among Indian commercial banks
of about 20% in deposits and loans. The State Bank of India is the 29th most
reputed company in the world according to Forbes. Also, SBI is the only bank
featured in the coveted "top 10 brands of India" list in an annual survey
conducted by Brand Finance and The Economic Times in 2010.

The State Bank of India is the largest of the Big Four banks of India, along with
ICICI Bank, Punjab National Bank and HDFC Bank—its main competitors.

1.3Services & Products

a) Banking services
b) NRI services
c) International banking
d) Corporate banking

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e) Agricultural banking
f) International banking
g) Advantage (Khata)

h) Advantage plus (Khata plus)

i) CINB (Saral)

j) Privilage (Vyapar)

k) Freedom (Vistar)

l) Electronic Vendor Finance

m) Electronic Dealer Finance

n) Direct Debit

o) E collection

1.3.1 SBI Retail Banking

a) Term Deposits
b) Recurring Deposits
c) Housing Loan
d) Educational Loan
e) Personal Loan
f) For Pensioners
g) Against Mortgage of Property
h) Against Shares & Debentures
i) Plus Scheme
j) Medi-Plus Scheme
k) Rates of Interest

1.3.2 Services

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a) Access to multiple users
b) Account view / Statement
c) Funds Transfer
d) Third party funds transfer (RTGS/NEFT)
e) Demand Draft request
f) Utility Bill Payment
g) Bulk transaction through file upload
h) Direct and indirect tax payment
i) SMS/Email alerts
j) User hierarchy with discretionary access/rights to accounts
k) MIS reports
l) Host to Host integration
m) Demat View facility

1.4 Board of Directors of the company

After the end of O. P. Bhatt's reign as SBI chairman on March 31, 2011, the
post was taken over by Pratip Chaudhuri, who is the former deputy managing
director of the international division of SBI. As of August 4, 2011, there are
twelve members in the SBI board of directors, including SubirGokarn, who is
also one of the four deputy governors of the Reserve Bank of India. The
complete list of the Board members is:

1. PratipChaudhuri (Chairman)
2. Hemant G. Contractor (Managing Director)
3. Diwakar Gupta (Managing Director)
4. A Krishna Kumar (Managing Director)
5. Dileep C Choksi (Director)
6. S. Venkatachalam (Director)

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7. D. Sundaram (Director)
8. ParthasarathyIyengar (Director)
9. G. D. Nadaf (Officer Employee Director)
10.RashpalMalhotra (Director)
11.D. K. Mittal (Director)
12.Subir V. Gokarn (Director)

1.5 Associate Banks of SBI

SBI has five associate banks; all use the same logo of a blue circle and all the
associates use the "State Bank of" name, followed by the regional headquarters'
name:

a) State Bank of Bikaner & Jaipur
b) State Bank of Hyderabad
c) State Bank of Mysore
d) State Bank of Patiala
e) State Bank of Travancore

1.6Symbol and slogan

 The symbol of the State Bank of India is a circle and a small man at the
center of the circle (and not a key hole). A circle depicts perfection and
the common man being the center of the bank's business.
 Slogans : "Pure banking nothing else"

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Alsoincludes : "With you - all the way" and : "a bank of common man"

1.7 Objective

The main aim of my project is to study the―ORGANISATIONAL CLIMATE
SURVEY IN STATE BANK OF INDIA‖.

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Chapter-2

LITERATURE REVEW

2.1 History
The roots of the State Bank of India lie in the first decade of 19th century, when
the Bank of Calcutta, later renamed the Bank of Bengal, was established on
June 2, 1806. The Bank of Bengal was one of three Presidency banks, the other
two being the Bank of Bombay (incorporated on April 15, 1840) and the Bank
of Madras(incorporated on July 1, 1843). All three Presidency banks were
incorporated as joint stock companies and were the result of the royal 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
the Reserve Bank of India. The Presidency banks amalgamated on January 27,
1921, and the re-organized banking entity took as its name Imperial Bank of
India. The Imperial Bank of India remained a joint stock company.
Pursuant to the provisions of the State Bank of India Act of 1955, the Reserve
Bank of India, which is India's central bank, acquired a controlling interest in
the Imperial Bank of India. On April 30, 1955, the Imperial Bank of India
became the State Bank of India. The government of India recently acquired the
Reserve Bank of India's stake in SBI so as to remove any conflict of interest
because the RBI is the country's 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. On September 13, 2008, the State Bank of Saurashtra,
one of its associate banks, merged with the State Bank of India.
SBI has acquired local banks in rescues. For instance, in 1985, it acquired the
Bank of Cochin in Kerala, which had 120 branches. SBI was the acquirer as its

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affiliate, the State Bank of Travancore, already had an extensive network in
Kerala.
The origin of the State Bank of India goes back to the first decade of the
nineteenth century with the establishment of the Bank of Calcutta in Calcutta
on 2nd June 1806. Three years later the bank received its charter and it was re-
designed as the Bank of Bengal (2nd January 1809). A unique institution, it was
the first joint-stock bank of British India sponsored by the Government of
Bengal. The Bank of Bombay (15th April 1840) and the Bank of Madras (1st
July 1843) followed the Bank of Bengal. These three banks remained at the
apex of modern banking in India till their amalgamation as the Imperial Bank of
India on 27th January 1921.
State Bank of India (SBI) is the largest banking and financial services company
in India. It is a state-owned corporation with its headquarters in Mumbai,
Maharashtra. The bank traces its ancestry to British India, through the Imperial
Bank of India, to the founding in 1806 of the Bank of Calcutta, making it the
oldest commercial bank in the Indian Subcontinent. Bank of Madras merged
into the other two presidencies banks—Bank of Calcutta and Bank of
Bombay—to form the Imperial Bank of India, which in turn became the State
Bank of India. TheGovernment of India nationalized the Imperial Bank of India
in 1955, with the Reserve Bank of India taking a 60% stake, and renamed it the
State Bank of India. In 2008, the government took over the stake held by the
Reserve Bank of India. SBI is ranked #292 globally in Fortune Global 500 list
in 2011.
SBI provides a range of banking products through its vast network of branches
in India and overseas, including products aimed at non-resident Indians(NRIs).
The State Bank Group, with over 16,000 branches, has the largest banking
branch network in India. SBI has 14 local head offices situated at Chandigarh,
Delhi, Lucknow, Patna, Kolkata, Guwahati (North East Circle),

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Bhuwaneshwar, Hyderabad, Chennai, Trivandram, Banglore, Mumbai, Bhopal
& Ahmedabad and 57 Zonal Offices that are located at important cities
throughout the country. It also has around 130 branches overseas.
2.2 About the objective
Organizational climate is comprised of mixture of norms, values, expectations,
policies and procedures that influence work motivation, commitment and
ultimately, individual and work unit performance. Positive climate encourages,
while negative climates inhibits discretionary effort. ‗Organizational climate‘
refers to the quality of working environment. If people feel that they are valued
and respected within the organization, they are more likely to contribute
positively to the achievements of the business outcomes. Creating a healthy
organizational climate requires attention to the factors which influence
employee‘s perceptions, including the quality of leadership, the way in which
decisions are made and whether the efforts of employees are recognized. In fact
―Climate may be thought of as the perceptions of the characteristics of an
organization‖.

Climate for an organization is somewhat like the personality for a person. Just
as every individual has a personality that makes each person unique, each
organization has an organizational climate that clearly distinguishes its
personality from other organization. Every organization is different and has a
unique feeling and character beyond its structural characteristics. Thus every
organization deals with its member in a distinct way through its policies on
allocations of resources, communication pattern, reward and penalty, leadership
and decision making style, etc. The organizational policy and conviction with
regard to all these and a cluster of other related activities influence the feelings,
attitudes and behaviour of its members and results in the creation of the unique
organizational climate.

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The content of organizational climate has varied widely and they include
almost all the important aspect of organizations such as structure,
communication, leadership, Conflicts, reward system, inter personal
relationships organizational effectiveness, reasonability and so forth. It has been
pointed out that the contents of the climate constructed by various researches
overlap with many other major concepts in organizational behavior Glick,
1985). Such overlaps seems to have promoted researchers to raise the question
how the concept of climate is different from other organizational variables,
especially, structure and job satisfaction.

1.3 Impact of organizational climate:

Organizational climate has a major influence on human performance through its
impact on individual motivation and job satisfaction. It does this by carrying
certain kinds of expectancies about what consequences will follow from
different actions. Individuals in the organization have certain expectations and
fulfillment of these expectations depend upon their perception as to how the
organizational climate suits to the satisfaction of their needs. Thus
organizational climate provides a type of work environment in which
individuals feels satisfied or dissatisfied. Since satisfaction of individual goes a
long way in determining his efficiency, organizational climate can be said to be
directly related with his performance in the organization.

1.4 Affects Motivation, Productivity and Job satisfaction:
Organizational climate can have a major influence on motivation, productivity
and job satisfaction. Climate determines the action and it creates few
expectations as to consequences. Employees expect certain rewards, penalties,
satisfaction or frustrations based on the organizational climate and their
expectations tend to lead to motivation as said in expectancy theory.

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1.5 Contingency Relationship:
There is a contingency relationship between climate and the organization. The
climate of an organization is contingent upon the type of employees. The type
related to employees education like technical workers, knowledge workers. For
example, research institutes certainly want a climate different from that of a
workshop or an office.

1.6 Social System:
Organizational climate represents the entire social system of a work-group. It is
clearly a system concept. There are two important aspects of climate:

a. Workplace itself and

b. Personal treatment of Management.

If employees feel satisfied while at work and if climate provides a sense of
personal worth, it can be assumed that in that organization is favorable.
Employees expect the management to feel and care about their needs and
problems. If these two are favorable a good climate prevails in the organization.

A high level of organizational climate is necessary for the development of
organization. Good climate attracts good and efficient to the organization, who
contribute to the productivity of the organization.

1.7 Dimensions of organizational climate:
Organizational climate have used data relating to individual perception of
organizational properties in identifying organizational climate. Denison (1996)
argues that developing a universal set of dimensions was often the central issue
of the climate researchers so that comparative studies could be made possible in
different organizational settings. He compared this approach to that of the

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culture research that used a post-modem perspective which examined the
qualitative aspects of individual social contexts where each culture that was
seen as unique and was not expected to have generalizable qualities which had
become central to the climate research.

Jones and Jamesargued that one of the assumptions of the climate literature is
that a relatively limited number of dimensions could characterise a wide cross-
section of social settings. Jones and James labelled their factors as follows:

Conflict and ambiguity which reflected perceived conflict in organizational
goals and objectives combined with ambiguity of organizational structure and
roles, a lack of interdepartmental cooperation, and poor communication from
management. Also included were poor planning, inefficient job design, a lack
of awareness of employee needs and problems, and a lack of fairness and
objectivity in the rewards process.‘

Job challenge importance and variety which reflected a job perceived as
challenging which involve a variety of duties including dealing with other
people. The job was seen as providing autonomy and feedback, and demanding
high standards of quality and performance.‘

Leader facilitation and support which ‗reflected perceived leader behaviors
such as the extent to which the leader was seen as helping to accomplish work
goals by means of scheduling activities, planning, etc., as well as the extent to
which he was perceived as facilitating interpersonal relationships and providing
personal support.

Workgroup cooperationfriendliness, and warmth which generally described
relationships among group members and their pride in the workgroup.

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Professional and organizational sprit which reflected perceived external
image and desirable growth potential offered by the job. Also included were
perceptions of an open atmosphere to express one‘s feelings and thoughts,
confidence in the leader, and consistently applied organizational policies,
combined with no conflicting roles expectations and reduced job pressure.‘

Job standards which reflected the degree to which the job was seems as
having rigid standards of quality and accuracy, combined with inadequate time,
manpower, training and resources to complete the task.

2.4 The Company
The State Bank of India, popularly known as SBI, is one of the leading banks in
India. The bank traces its origin to the first decade of the 19th century. Later on,
it was merged with the Imperial Bank. In the year 1955, the Government of
India nationalized the Imperial Bank along with the Reserve Bank of India.
Ever since that time, the bank acquired its present name that is SBI.
The State Bank of India is India's largest commercial bank. The bank has been
striving sincerely to adhere to the efforts of providing utmost customer
satisfaction to the best possible extent.
2.5 Evolution of SBI
The origin of the State Bank of India goes back to the first decade of the
nineteenth century with the establishment of the Bank of Calcutta in Calcutta
on 2 June 1806. Three years later the bank received its charter and was re-
designed as the Bank of Bengal 2 January 1809. A unique institution, it was the
first joint-stock bank of British India sponsored by the Government of Bengal.
The Bank of Bombay 15 April 1840 and the Bank of Madras 1 July 1843
followed the Bank of Bengal. These three banks remained at the apex of
modern banking in India till their amalgamation as the Imperial Bank of India
on 27 January 1921.

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Primarily Anglo-Indian creations, the three presidency banks came into
existence either as a result of the compulsions of imperial finance or by the felt
needs of local European commerce and were not imposed from outside in an
arbitrary manner to modernize India's economy. Their evolution was, however,
shaped by ideas culled from similar developments in Europe and England, and
was influenced by changes occurring in the structure of both the local trading
environment and those in the relations of the Indian economy to the economy of
Europe and the global economic framework.

2.5.1 Key Areas of Operations
The business operations of SBI can be broadly classified into the key income
generating areas Such as National Banking, International Banking, Corporate
Banking, & Treasury operations.

2.6 SBI`s Strategies in the Current Scenario

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SBI have set up capacity in places where they are not very strong. It‘s time for
them to follow overall SBI philosophy of planning new branches, given the
huge untapped potential. Besides, this is also the best time to benefit from their
past expansion, since there is a lot of trust in SBI.
Brand SBI is very strong, while people may be generally cautious about some
other brands. They can not only tap the potential better but can also provide a
safe and transparent insurance alternative to the public.
The bank is entering into many new businesses with strategic tie ups – Pension
Funds, General Insurance, Custodial Services, Private Equity, Mobile Banking,
Point of Sale Merchant Acquisition, Advisory Services, structured products etc.
Each one of these initiatives having a huge potential for growth.
2.6.1 The Marketing Initiatives
SBI carried out various marketing initiatives to enhance its reach. They
included
a) Segregating and targeting existing high value customers,
b) Cross sales of other products,
c) Setting up call centers and outbound sales force to secure new customers.
d) Plans were also made to utilize database marketing to pursue large and
medium sized corporate, government and trade finance customers.
e) Database marketing was expected to draw increased revenue from cross
selling lower costs and increased customer loyalty.
f) SBI also introduced various other ways of reaching out to customers like
g) Extension of hours of work(SBI increased daily working hours by two
hours and Sunday bankingwas introduced) and
h) Aggressive marketing through print and television media.

2.7 The Restructuring

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To overcome the intense competition from private and foreign banks, SBI
planned a major organizational restructuring exercise.
The key aspects involved
a) Redesigning of branches,
b) Providing alternate channels;
c) Focus on a lean structure and
d) Technological up gradation.
e) A business process reengineering (BPR) team was constituted in June
2003 with McKinsey & company as consultants. The BPR's basic goal was to
create an operating architecture that would facilitate service delivery of
international standards.

The project objectives were defined as
. increasing customer satisfaction and convenience,
. freeing up time for branch manager and
. branch staff to focus on sales and marketing,
. enhancing SBI's competitiveness in the market,
. increasing the profitability through higher market share and improved process
efficiency"

International presence

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The Israeli branch of the State Bank of India located in Ramat Gan.
As of December 31, 2009, the bank had 157 overseas offices spread over 32
countries. It has branches of the parent in Colombo, Dhaka, Frankfurt, Hong
Kong, Tehran, Johannesburg, London, Los Angeles, Male in
the Maldives, Muscat, Dubai, New York, Osaka, Sydney, and Tokyo. It
has offshore bankingunits in the Bahamas, Bahrain, and Singapore, and
representative offices in Bhutan and Cape Town. It also has an ADB in Boston,
USA.
SBI operates several foreign subsidiaries or affiliates. In 1990, it established an
offshore bank: State Bank of India (Mauritius).
In 1982, the bank established a subsidiary, State Bank of India (California),
which now has ten branches – nine branches in the state of California and one
in Washington, D.C. The 10th branch was opened in Fremont, California on 28
March 2011. The other eight branches in California are located in Los Angeles,
Artesia, San Jose, Canoga Park, Fresno, San Diego, Tustin and Bakersfield.
The Canadian subsidiary, State Bank of India (Canada) also dates to 1982. It
has seven branches, four in the Toronto area and three in British Columbia.

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In Nigeria, SBI operates as INMB Bank. This bank began in 1981 as the Indo-
Nigerian Merchant Bank and received permission in 2002 to commence retail
banking. It now has five branches in Nigeria.
In Nepal, SBI owns 55% of Nepal SBI Bank, which has branches throughout
the country. In Moscow, SBI owns 60% of Commercial Bank of India,
with Canara Bank owning the rest. In Indonesia, it owns 76% of PT Bank Indo
Monex.
The State Bank of India already has a branch in Shanghai and plans to open one
in Tianjin.
In Kenya, State Bank of India owns 76% of Giro Commercial Bank, which it
acquired for US$8 million in October 2005.
The State Bank of India (with 74% of the total capital) along with the largest
global banking group—BNP Paribas (with 26% of the remaining capital)
headquartered in Paris—formed a joint venture which established India's most
reputed and trusted life insurance company named SBI Life Insurance company
Ltd. in March 2001.

Branches of SBI
 State Bank of India has 172 foreign offices in 37 countries across the
globe.
 SBI has about 25,000 ATMs (25,000th ATM was inaugurated by the
then Chairman of State Bank Shri O.P. Bhatt on 31 March 2011, the day
of his retirement); and SBI group(including associate banks) has about
45,000 ATMs.
 SBI has 21,500 branches, including branches that belong to its associate
banks.
 SBI includes 99345 offices in India.
 India's number one ADB is in bellary i e State bank of India bellary ADB

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Recent awards and recognitions

 Best Online Banking Award, Best Customer Initiative Award & Best
Risk Management Award (Runner Up) by IBA Banking Technology
Awards 2010
 The Bank of the year 2009, India (won the second year in a row) by The
Banker Magazine
 Best Bank – Large and Most Socially Responsible Bank by the Business
Bank Awards 2009
 Best Bank 2009 by Business India
 The Most Trusted Brand 2009 by The Economic Times
 Most Preferred Bank & Most preferred Home loan provider by CNBC
 Visionaries of Financial Inclusion By FINO
 Technology Bank of the Year by IBA Banking Technology Awards
 SKOCH Award 2010 for Virtual corporation Category for its e-payment
solution
 The Brand Trust Report: 11th most trusted brand in India.

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Chapter-3

RESEARCH METHODOLOGY

3.1 RESEARCH

Management is in any organization needs information about potential market
and environmental forces. In order to develop successful strategic marketing
plans and to respond to change in the market place. Marketing Research enable
an organization to obtain the information, it need to make decision about, its
environment, its marketing mix and its present and potential market.
Philip Kotlerdefines marketing researches as ―Marketing Research is
the systematic design, collection, analysis and reporting of observations
and finding relevant to a specific market situation faced buy the company‖.
3.1.1 What is the meaning of Research?
Research is the systematic investigation into existing or new knowledge.

Research refers to a search of knowledge. One can also define research as a
scientific & systematic search for pertinent information on a specific topic.

According to M. Stephenson ―The manipulation of things, concepts or
symbols for the purpose of generalizing to extend, correct or verify
knowledge, whether that knowledge aids in construction of theory or in
practice of an art.” The purpose of research is to discover answers to
questions through the application of scientific procedure.

3.1.2 Research Methodology:-
Research methods or techniques refer to the methods the researchers use in
performing research operations. It may be understood how research is done
scientifically. The task of data collection begins after a research problem has

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been defined & research design / plan chalked out. While deciding about the
method of data collection to be used for the study, the researcher should keep in
mind two types of data viz. primary & secondary.

There are two sources of collecting data:
1. Primary Source
2. Secondary Source

Primary are those which are collected afresh & for the first time & thus happen
to be original in character. Primary data is collected in the form of survey
through the markets by asking some close and open ended questions which help
in analysing the changing trends and its effect on already existing ones.

Secondary data on the other hand are those which have been already been
collected by someone else & which have already been passed through the
statistical process. Secondary data is collected through the Internet and past
data.

Research Methodology includes:
Research Objective
Research design
Sampling
Sample size
Sample area
Sample unit
Collection of data
Research objective
The objective of the survey is Organizational Climate survey In SBI.The
method of data collection is both primary and secondary.
Research Design-

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Research Design for the survey is Descriptive research Design.
Sampling-
Convenience sampling procedure is followed in this study. In the
commonly used method of this sampling, the researcher attempts to ensure that
the sampling selected is a representative of the population by selection
sampling units on the basis of certain parameters.
Sample Size: 50
Sample Unit: Employees
3.1.7 Data Collection Method:
Data for the present study is collected from two sources:
3.1.7.1 Primary: - The first hand information is collected with the responses
of questionnaire.
3.1.7.2 Secondary: - These are sources containing data which have been
collected and complied for another purpose. Secondary sources consist of not
only published records and reports, but also unpublished records. It is collected
with the help of following sources:
i. INTERNET
ii. JOURNALS
iii. COMPANY MAGZINES

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Chapter-4

DATA ANALYSIS

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SAMPLE OF QUESTIONNAIRE

ORGANISATIONAL CLIMATE SURVEY

We asked some questions from workers by preparing a questionnaire.
In 50 employees at various levels were asked the reactions of
employees on different questions are as follow.

Q.1How long you have been working in this organisation?

S. No. Working Since No of Respondents Percentage

1. Below 1 Yr. 10 20 %

2. 1 – 10 25 50 %

3. 10 and above 15 30 %

Total 50 100

Chart

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Working experience

below 1 year
1-10 year
10 and above

Inference :

The above reveals the fact that Majority of the respondents, about 30% belong
to the category of 10 and above years and 50% belong to the category of 1-10
years and 20% belong to the category of below 1 year .

27

Q.2The organisation and objectives are clear to you?

S. No. Opinion Number of Percentage
Respondents

2. Disagree 15 30%

3. Neutral 5 10%

4. Agree 30 60%

Total 50 100

Chart

Objectives

Disagree
Neutral
Agree

Inference

28

From the above fact it is clear that, about 60% agree and 30% disagree that
their departments meet its customer requirements.

10% of the respondents have no opinion.

Q.3 Roles and responsibilities within the group are understood?

Respondents

2. Disagree 10 20%

3. Neutral 8 16%

4. Agree 32 64%

Total 50 100

Chart

Roles And Responsibility

Disagree
Neutral
Agree

Inference

29

their departments understood roles and responsibilities, 16% of the respondents
have no opinion.

Q.4 Are you satisfied HR policies and practices of the organisation?

Respondents

2. Disagree 15 30%

3. Neutral 5 10%

4. Agree 30 60%

Total 50 100

Chart

HR Policies

Disagree
Neutral
Agree

Inference

30

their HR policies and practices of organisation, 10% of the respondents have no
opinion.

Q.5 Do you feel that you have your own personal freedom to make decision and
solve problem without checking with the supervisors each step of way?

Respondents

2. Disagree 10 20%

3. Neutral - -

4. Agree 40 80%

Total 50 100

Chart

31

Personal freedom to make decision and solve
the problem without checking supervisors

Disagree
Neutral
Agree

Inference

Q.6 How far do you feel that the organisation is setting challenging goal for it
self and communication them goals to end?

Respondents

2. Disagree 1 2%

3. Neutral 6 12%

4. Agree 43 86%

Total 50 100

Chart

32

Challanging goal and communication

Disagree
Neutral
Agree

Q.7 Are you properly recognised and rewarded for good work rather than being
ignored, criticized or punished when something goes wrong?

Respondents

2. Disagree 12 24%

3. Neutral 2 4%

4. Agree 36 72%

Total 50 100

Chart

33

Recognition and Rewards

Disagree
Neutral
Agree

Q.8 Your skills and abilities are fully utilized in your current job?

Respondents

2. Disagree 15 30%

3. Neutral 3 6%

4. Agree 32 64%

Total 50 100

Chart

34

Utilization of skills and abilities

Disagree
Neutral
Agree

Q.9 You feel your input is valued by your peers?

Respondents

2. Disagree 4 8%

3. Neutral 1 2%

4. Agree 45 90%

35

Total 50 100

Chart

Valued by peers

Disagree
Neutral
Agree

Q.10Knowledge and information sharing is a group norm across the
organization.

Respondents

2. Disagree 11 22%

3. Neutral - -

36

4. Agree 39 78%

Total 50 100

Chart

Knowledge and information sharing

Disagree
Neutral
Agree

Q.11 Employees consult each other when they need support.

Respondents

2. Disagree 4 8%

37

3. Neutral 1 2%

4. Agree 45 90%

Total 50 100

Chart

Consultation

Disagree
Neutral
Agree

Q.12 Employees have a good balance between work and personal life.

38

Respondents

2. Disagree 12 24%

3. Neutral 4 8%

4. Agree 34 68%

Total 50 100

Chart

Balance between work and personal life

12
4
34
Disagree
Neutral
Agree

Inference:

From the above reveals the fact that 24% disagree and 70% agree that they
maintain a good balance between work and other aspect of life, 8% have no
idea.

39

Q.13Your department has adequate tools and technologies to perform your
work?

Respondents

2. Disagree 2 4%

3. Neutral 5 10%

4. Agree 43 86%

Total 50 100

Chart

New tools and technologies adopted

Disagree
Neutral
Agree

Q.14 Do you feel that your supervisor motivate you very oftenly?

40

Respondents

2. Disagree 10 20%

3. Neutral 3 6%

4. Agree 37 74%

Total 50 100

Chart

Supervisors Motivation

Disagree
Neutral
Agree

Response regarding the strength of the organisation

41

Team work.
New ideas, Quality, Trust, Hard work and unity.
Achieving target
Safe working environment.
Trusting employees.
Excellent working environment.
Treat everybody as equal.
Producing quality products that meet customer requirements.
Employee‘s valuable contribution.
Appropriate and relevant suggestions by superior.

Response regarding areas need improvement in the organization

Need to improve production department, SWDT and TPM, Milling
department- mix store area.
Environment working condition.
Production capacity to be increased.
Need to improve manual operating system.
Need to find the cause for production loss.
Need to recruit people of high education qualification.

42

Chapter-5

FINDINGS AND CONCLUSION

5.1 FINDINGS

After collecting responses from all employees some of the findings are as
follows:

 Higher level employees gave slightly more favorable ratings than lower level
employees.

 The Organization has scored high in the areas of fairness and equity,
management effectiveness, competency, commitment, leadership, autonomy,
recognition, systems/equipment and training

 The organization scored moderate ratings with some variances in areas of
compensation, appraisal process, induction/immersion process, role clarity and
cross learning across teams.

 The organizational policies are at place, but the awareness level of
employees regarding them is low.

5.2 CONCLUSION

State bank of India earlier known as Imperial Bank has proved its existence
through introducing various innovative schemes and that also are considered as
competitive in present market.
In this span of time, they have also come up with new strategies so as to
compete in this fiercely competitive market where every next day a new
scheme is introduced so as to grab the markets share.

43

At the same time it can be concluded that they need to focus on the human
resources in order to achieve the maximum market share.
Climate is the atmosphere of the organization, a ―relatively
enduring quality of the internal environment of an organization, which is
experienced by its members and influences their behavior.‖Organizational
climate may affect quality of service and employee‘s commitment and
involvement towards the organization. Climate dimensions in one way or other
affect the level of organizational climate. It is need to be taken into account
while evaluating the organizational effectiveness. Climate surveys are studies
of employees' perceptions and perspectives of an organization. The surveys
address attitudes and concerns that help the organization work with employees
to instill positive changes. In general, they are aimed at all aspects of the
employees' jobs. The study analyzes everything from an employee's workload
to their relationships with coworkers and superiors to their salary to company
policies and anything in between. The study shows that there is no significant
difference between culture dimensions and organizational climate.

----***----

44

Chapter-6

SUGGESTIONS

SUGGETIONS

Following recommendations were made to top management.
 There should be a constant evaluation and review of various organizational
events. There is a need of a monitoring system which could ensure timely
completion of processes.

 More clarity regarding job description may be helpful. All the employees
who have multiple reporting should be

 HR Policy, specifically financial policy can be revised for every two years.
This would ensure regular revision of the periderm‘s automatically.

 Effective manpower planning should be there to ensure optimum utilization
of human resources. This would require adequate number of members in a
team.

----***----

45

Chapter-7

LIMITATIONS

LIMITATIONS

The study was limited to a brief period of two months only. Most of the time
was spent in preparation of the questionnaire and pilot testing. Also due to the
busy schedule of the employees, responses were delayed and subsequently less
time was spent in analyzing the results. With limited interaction with the C.E.O.
and other senior employees the survey results are presented in this report,
however a more comprehensive interpretation of results still rests with the
Organization. The questionnaire included objective answers, so it was difficult
to reflect the reasons for certain patterns. Since organizational climate is a study
of perceptions the accuracy of the findings remains doubtful.

46

BIBLIOGRAPHY

www.google.com
www.scribd.com
www.sbi.co.in
www.Citehr.com
www.wikepedia.org
from the book by C R Kothari

47

ANNEXURE

SAMPLE OF QUESTIONNAIRE ORGANISATIONAL CLIMATE
SURVEY

Q.1How long you have been working in this organisation?

S. No. Working Since No of Respondents Percentage

1. Below 1 Yr

2. 1–5

3. 5 – 15

Total

Q.2 The organisations and objectives are clear to you?

Respondents

2. Disagree

3. Neutral -

4. Agree

48

Total

Q.3 Roles and responsibilities within the group are understood.

Respondents

2. Disagree

3. Neutral -

4. Agree

Total

Q.4 Are you satisfied HR policies and practices of the organisation?

Respondents

2. Disagree

3. Neutral -

4. Agree

Total

49

Q.5 Do you feel that you have your own personal freedom to make decision and
solve problem without checking with the supervisors each step of way?

Respondents

2. Disagree

3. Neutral -

4. Agree

Total

Q.6 How far do you feel that the organisation is setting challenging goal for it
self and communication them goals to end?

Respondents

2. Disagree

3. Neutral -

4. Agree

Total

Q.7 Are you properly recognised and rewarded for good work rather than being
ignored, criticized or punished when something goes wrong?

50

Respondents

2. Disagree

3. Neutral -

4. Agree

Total

Q.8Your skills and abilities are fully utilized in your current job?

Respondents

2. Disagree

3. Neutral -

4. Agree

Total

Q.9 You feel your input is valued by your peers?

Respondents

51

2. Disagree

3. Neutral -

4. Agree

Total

Q.10Knowledge and information sharing is a group norm across the
organization.

Respondents

2. Disagree

3. Neutral -

4. Agree

Total

Q.11 Employees consult each other when they need support.

52

Respondents

2. Disagree

3. Neutral -

4. Agree

Total

Q.12 Employees have a good balance between work and personal life.

Respondents

2. Disagree

3. Neutral -

4. Agree

Total

Q.13Your department has adequate tools and technologies to perform your
work?

53

Respondents

2. Disagree

3. Neutral -

4. Agree

Total

Q.14 Do you feel that your supervisor motivate you very often?

Respondents

2. Disagree

3. Neutral

4. Agree

Total

54

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