International Journal of Pure and Applied Mathematics

Volume 120 No. 5 2018, 425-433

ISSN: 1314-3395 (on-line version)
url: http://www.acadpubl.eu/hub/
Special Issue
http://www.acadpubl.eu/hub/

A STUDY ON EFFECTIVENESS OF ORGANISATIONAL STRUCTURE IN

HYUNDAI MOTORS

1
PRIYADHARSHINI.S, 2Dr.MURUGAN RAMU
1
Student, First Year, BBA LLB (Hons), Saveetha School Of Law, Saveetha University,
Saveetha institute of medical & technical sciences , Chennai -77,Tamilnadu,India
2
Assistant Professor of Management , Saveetha School Of Law, Saveetha University,
Saveetha institute of medical & technical sciences, Chennai -77, Tamilnadu, India
1 2
[email protected] , [email protected]

ABSTRACT:
Organisations are among the very important units of the society. During their
establishment and development, a specific kind of organisational culture eventually appears.
The necessity of organisational cultures are to develop the cohesion, and to stimulate
employees' enthusiasm and creativity to improve the organisation‟s economic efficiency.
When we look into it addition, organisational culture greatly affects the employee
behaviour.The aim of this study is to find out how organisational culture affects employee
behaviour. It is necessary to keep in mind that in order to improve the organisation‟s business
management and let the organisational culture have the right impact on employees.
The final results of the study points out that the organisational culture mainly affects
motivation, promotes individual learning, affects communication, and improves
organisational values, group decision making and solving conflicts. The phenomenon of
culture associated with employee behaviour. appears to be increasingly important in today‟s
workplace. Research on the relationship between organizational culture and organisational
behaviour is becoming increasingly important. More and more studies have examined the
relationship between organizational culture and organizational behavior. Researchers claim
there is a positive relationship. In these studies, various methods have been applied, such as
theoretical study, field study and empirical study and so on.

KEYWORDS: Organisational culture, organisational behaviour, employee behavior.

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INTRODUCTION:-
Automobile Industry produces vehicles and different gasoline-powered vehicles, like
buses, trucks, and motorcycles. the auto trade is one among the foremost vital industries
within the world, touching not solely the economy however additionally the cultures of the
globe. It provides jobs for numerous folks, generates billions of bucks in worldwide revenues,
and provides the premise for a mess of connected service and support industries. vehicles
revolutionized transportation within the twentieth century, ever-changing forever the
approach folks live, travel, and do business.
The automobile has enabled folks to travel and transport merchandise farther and
quicker, and has opened wider market areas for business and commerce. As a results of easier
and quicker transportation, the us and world economies became addicted to the quality that
vehicles, trucks, and buses offer. This quality allowed remote populations to move with each
other, that magnified commerce. The transportation {of merchandise|of products} to shoppers
associate degreed shoppers to goods has become an trade in itself. the auto has additionally
brought connected issues, like pollution, full traffic, and main road fatalities. nonetheless, the
auto trade continues to be a crucial supply of employment and transportation for numerous
folks worldwide. When establishing and developing a company or other organisation, an
internal culture will develop step by step. The purpose of its existence is to improve solidarity
and cohesion, stimulate employees' enthusiasm and creativity, and to improve the economic
efficiency of an organisation. In general like the cultures, the organisational cultures are very
complex and unique. They are based their individual history, leadership and workforce.
Hence, in order to improve management and let an organisational culture have the
right effect on employees, it is important to understand how organisational cultures affect
employee behaviour. Robbins (2010) outlines seven primary characteristics that capture the
essence of an organisational culture as follows: (1) Innovation and risk taking. Employees are
encouraged to be creative and take risks which produce creativity.

REVIEW OF LITERATURE:
The study done by Mukherjee (March 2007), Proclaims in his article on “HR
Practices in India- crisis Ahead” that, gone are the days when HR Practices in India followed
the stereotyped jargons for management practices like planning, organizing, staffing,
controlling and so forth..Subba Rao P. (2004). In fact, human resources with right attitude are
solely responsible for making use of national resources and for the transformation of

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traditional economies into the modern industrial and knowledge economies..Sharma (2005)
contents, that International Human Resource Management is distinct from domestic Human
resources management because of its broader perspective.Wayne Mondy et al (2006), it
depicts the urgent need for understanding the importance of innovative and effective HRM
for the success of every organization. The person or units who perform the HRM tasks are
changing dramatically in recent years. A study provided by Kotter and Heskett (1992) gave a
good example on the relationship between organizational culture and organizational behavior.
In their study, their conclusion can be categorized into two: a contingency model and a
universal model. Culture has been defined in many different ways and by many different
theorists. For instance, according to Geert et al (2010) “it is the collective programming of
the mind that distinguishes the members of one group or category of people from others”.
Kotter and Heskett (1992) noted that culture is “a set of beliefs, values and behaviours
commonly held by a society, being derived from social anthropology as a framework for
understanding „primitive‟ societies”. Deal and Kennedy (1982) says that culture in crisp as
“the way we do things around here”.

AIM OF THE STUDY:

● To analyze the overall performance of the employees of HMIL.

● To learn the employees relationship with their peers.

● To study the employees feel about the management.

● To understand how the employer encourages participation in decision making.

HYPOTHESIS:
● It is significant that the existing culture of the organization creates huge
impact on employees‟ behavior of Hyundai Motors India Limited [HMIL].

MATERIALS AND METHODS

The study was done in the form of doctrinal research, where the problem or question
is systematised, ratified, amend clarified by sources from authoritative texts. The study took a
qualitative research approach, the information, primary and secondary sources are gathered

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from journal, article, research paper, study materials, and newspapers. They are analysed
interpreted and presented in a narrative form.

PROFILE OF HYUNDAI MOTORS INDIA LIMITED:-

Hyundai Motor India Limited (HMIL) is an entirely claimed auxiliary of Hyundai
Motor Company, South Korea and is the second biggest and the quickest developing auto
producer in India. Hyundai Motor India Limited was framed in 6 May 1996 by the Hyundai
Motor Company-of South Korea. At the point when Hyundai Motor Company entered the
Indian Automobile Market in 1996, the Hyundai mark was relatively obscure all through
India. Amid the section of Hyundai in 1996, there were just five noteworthy car producers in
India, i.e. MUL, HM, PAL, TELCO and M&M. Daewoo had entered the Indian vehicle
showcase with Cielo only three years back while Ford, Opel and Honda had entered not as
much as multi year back. HMIL's first auto, the Hyundai Santro was propelled in 23
September 1998 and was a runaway achievement. Inside a couple of long stretches of its
initiation HMIL turned into the second biggest car producer and the biggest car exporter in
India. Hyundai Motor India Limited (HMIL) is a completely possessed backup of Hyundai
Motor Company (HMC), South Korea and is the biggest traveler auto exporter and the
second biggest auto maker in India. HMIL by and by business sectors 6 models of traveler
autos crosswise over fragments. The A2 fragment incorporates the Santro, and the i20, the
A3 portion incorporates the Accent and the fluidic Verna and the fluidic elantra , the A5
section incorporates the Sonata Transform and the SUV section incorporates the Santa Fe.
HMIL has set up an innovative work office in the digital city of H yderabad. As HMC's
worldwide fare centre for conservative autos, HMIL is the primary car organization in India
to accomplish the fare of 10 lakhs autos in a little more than 10 years. HMIL as of now sends
out autos to in excess of 120 nations crosswise over EU, Africa, Middle East, Latin America,
Asia and Australia. It has been the main exporter of traveler autos of the nation for the 6th
year in succession. HMIL has two assembling plants in Sriperumbudur, Kanchipuram area,
Tamil Nadu fit for creating 6, 70,000 vehicles every year

THE ADVANTAGE OF EFFECTIVE ORGANISATIONAL STRUCTURE:

An organization structure is the manner in which subunits in organizations are inter-
related and grouped. An organizational structure specifies how subordinates report to their
superiors. This enhances coordination in the activities of the members of the group. There are
various organization structures which include line, functional, product and matrix

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organizational structures. A major advantage of an effective organizational structure is that it

reduces conflict between employees regarding who is to carry out certain jobs in the
organization. The contingency model indicated that better performing organizations have
strong cultures, but only if the culture fits the organization's environment. In contrast, the
universal model outlined that if an organization wants to behave well in the long term, it must
have a culture focused on three constituencies: customers, employees, and stockholders.

FACILITATES SPECIALIZATION:
Organizational structure facilitates division of work since each boss has specialised
knowledge on his field of work. He has better and accurate knowledge to guide his
subordinates. The supervisor's task is to ensure that his department performs its best,
regardless of whether other units are performing as well. The supervisor should also help his
subordinates perform to their best in that area of specialization.

CONTROL OVER RESOURCES:

Organizational structures modify management over resources as a result of these
resources is distributed and assigned to the assorted units. These resources ought to be wont
to their best uses at that level. Since resources ar terribly scarce, they must be utilised
effectively by eliminating inessential wastage. this will solely be done if associate degree
structure structure is clearly outlined and there's management of workers through an efficient
structure
EASIERCOMMUNICATION:
Organizational structures clearly state who reports to whom. A subordinate cannot
report on to the manager before act together with his immediate supervisor. This simplifies
the work of govt workers so they're not overcome by the activities of the firm. Flow of
knowledge is controlled so workers don't cash in of info which will expose wind essential for
the firm's survival.

BETTEREMPLOYEEPERFORMANCE:
Organizational structures clearly show numerous jobs to be performed by workers and
that supervisor can manage them. The supervisor trains them out of his own expertise or from
the principles of the organization and helps they become higher performers. Supervisors
penalize and reward wherever necessary and this helps the workers learn from their own

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experiences and conjointly from their supervisors. In a way, these supervisors are role models
to their subordinate
While trying to discover qualities of culture that may have effect on business conduct,
Geert Hofstede executed a standout amongst the most extensive investigations of how
esteems in the working environment are impacted by culture. He broke down a substantial
database of worker esteem scores gathered inside IBM in the vicinity of 1967 and 1973.
What's more, he showed that there are national and local social groupings that influence the
conduct of associations and recognized four measurements of culture (later six) in his
investigationofsocieties:
In light of research by Michael Harris Bond, and Confucian reasoning, a fifth
measurement was distinguished by Hofstede in 1991: Long-Term Orientation.A 6th
measurement was included the 2010, in light of Michael Minkov's investigation of the World
Values Survey information. This new measurement is called Indulgence versus Restraint.

SUGGESTIONS:
The examinations connected with the way of life that have affected on individuals'
practices inside an association could be additionally explored. As specified before, the way
that the quantity of meetings were restricted because of limitation time and assets; the
inquiries in meetings may not cover all parts of the authoritative culture. Along these lines,
additionally thinks about on culture could give careful consideration in recognizing all parts
of authoritative culture. In addition, additionally studies could likewise consider different
variables, such identities and ethnic culture.

CONCLUSION:
In any case, the contextual investigation found that few out of every odd conduct
was influenced by the authoritative culture. In any case, some piece of worker conduct has a
solid relationship with culture. The three levels of the hierarchical culture incorporate images,
ceremonies, and qualities; each level impactsly affects conduct. Images have impacts on
persuading workers, and conveying an organization's vision and qualities to its
representatives. Ceremonies set conduct norms and upgrade the key qualities to workers. In
the interim, images and ceremonies remain for a mean of social dispersal. Likewise, values
as the center level of the authoritative culture have the most huge effect on representative
conduct. Qualities incorporate six measurements, and each measurement speaks to the
distinctive parts of authoritative culture. The principal measurement is control separate.

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Power separate in culture mirrors the association structure and plan. It likewise has impacts
on correspondence, demeanor articulation and basic leadership. The second measurement
independence and community have impacts on the working objectives upon individual and
gathering work, for example, singular learning, capacity, and qualities. It likewise
demonstrates the effect on clashes tackling. The third measurement, manliness and gentility,
demonstrates that the sought after working objectives depend on sexual orientation attributes.
Those working objectives demonstrate the third measurement has affect on inspiration. It is
significant that reward framework, which has a place with human asset and practices, is
additionally influenced by the measurement of manliness and womanliness. The fourth
measurement, vulnerability evasion, demonstrates this piece of culture not exclusively could
propel worker by work pressure and test, yet in addition could crush a representative with it.
The fifth measurement is long haul introduction. The examination on it demonstrates the
consequences for inspiration, singular learning, and cooperative choice making. The 6th
measurement, liberality and limitation, diagrams the worker's state of mind of prosperity.
However there is no proof that this measurement affects worker conduct.

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