Research Project Report

On
“ORGANIZATIONAL CULTURE”
At
BALAJI WAFFERS PRIVATE LIMITED

Submitted to
B. V. Patel Institute of Management, UKA Tarsadia University
In partial fulfilment of the requirement of the award of the degree of
Bachelor of Business Administration (BBA)

Under the Guidance of

Ms. Pragya Tripathi
(Teaching Assistant)
Submitted by:
VATSAL PATEL-202203100310132
BBA (Semester - VI)
Month & Year: December-January 2024-25

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 CHAPTER 1 INTRODUCTION

(About Topic and Company)

INTRODUCTION

ORGANIZATIONAL CULTURE

Ture, is the shared values, beliefs, attitudes, and behaviors

that define the working environment of an organization. It
influences how employees, customers, and stakeholders
experience the organization.Organizational culture is
created through consistent and authentic behaviors, not
policy documents or press releases. It’s unique to each
organization and is made up of both written and unwritten
rules that develop over time.

OBJECTIVES OF RESEARCH STUDY

Primary objective:

➢ To identify the factors affecting the level of employee

engagement in the workplace.

SECONDARY OBJECTIVE:

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➢ Understanding the relationship between organizational culture
and performance.
➢ Understanding how organizational culture impacts employees

➢ Measuring organizational culture,

➢ Identifying the impact of leadership style and organizational

learning
➢ To explore how organizational culture affects employees’
psychological emotional well-being.

A. DEFINITION OF ORGANIZATIONAL CULTURE

Organizational culture refers to the shared values,
beliefs, norms, and practices that shape the social
and psychological environment of an organization. It
encompasses the collective behaviors and
assumptions that influence how employees interact,
make decisions, and approach their work.
Organizational culture acts as an invisible guide that
defines the way things are done within a company,
reflecting its identity, priorities, and core purpose.

According to different scholars/practitioners

Employee Engagement is:

1. Hofstede, Neuijen, Ohayv, and Sanders (1990):

They define organizational culture as “the collective
programming of the mind that distinguishes the
members of one organization from others.”
2. Deal and Kennedy (1982):
Deal and Kennedy describe it as “the way things get
done around here,” emphasizing shared values,
rituals, and heroes as central to shaping workplace
behavior.
3. Cameron and Quinn (2006):

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 Cameron and Quinn define organizational culture as
“the taken-for-granted values, underlying
assumptions, expectations, and definitions that
characterize organizations and their members.”

4. Kotter and Heskett (1992):

They state that organizational culture is “the shared
values and group norms that influence how people
behave within an organization.”

5. Robbins and Judge (2013):

According to Robbins and Judge, organizational
culture is “a system of shared meaning held by
members that distinguishes the organization from
other organizations.”

B. ASPECTS OF ORGANIZATIONAL CULTURE

Organizational culture encompasses the shared values,

beliefs, norms, and practices that shape the behavior and
interactions within a workplace. Here are some basic
aspects of organizational culture:

1. Core Values
Fundamental principles that guide decision-making and
behavior (e.g., integrity, innovation, teamwork).

2. Mission and Vision

The organization’s purpose and long-term goals, providing
direction and meaning.

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 3. Leadership Style:The approach leaders take to
manage, communicate, and influence
employees (e.g., authoritative, participative, or
transformational).

4. Communication Practices
The ways information flows within the organization,
including openness, frequency, and channels used.

5. Work Environment
The physical and emotional atmosphere, including
workspace design, safety, and interpersonal relationships.

6. Decision-Making Processes
The methods by which decisions are made, whether
collaborative, hierarchical, or data-driven.

7. Employee Engagement and Morale

The level of commitment, satisfaction, and enthusiasm
employees feel towards their work.

8. Norms and Expectations

Unwritten rules and standards that influence daily
behavior and interactions.

9. Diversity and Inclusion

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 10. The extent to which the organization
values and integrates diverse perspectives and
backgrounds.

11. Recognition and Reward Systems

How the organization acknowledges and incentivizes
performance and achievements.

C. IMPORTANCE OF ORGANIZATIONAL CULTURE

Organizational culture is vital as it shapes how an

organization operates, influences employee behavior, and
contributes to its overall success. Here are key reasons
why organizational culture is important:

1. Defines Identity and Vision

Culture establishes a company’s identity and communicates its

mission and values to employees, customers, and stakeholders.It
helps differentiate an organization from competitors.

2. Guides Employee Behavior

A strong culture provides a framework for acceptable behaviors and

decision-making.It creates a shared understanding of “how things
are done” within the organization.

3. Enhances Employee Engagement and Retention

Positive cultures promote job satisfaction and emotional well-being.

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Employees who align with an organization’s culture are more likely
to stay, reducing turnover rates.

4. Boosts Productivity and Performance

A supportive culture fosters collaboration, innovation, and efficiency.

Employees feel motivated to contribute meaningfully when they
resonate with the organization’s values.

5. Encourages Adaptability and Innovation

Organizations with adaptive cultures are better equipped to manage

change and seize opportunities.Innovation thrives in cultures that
value creativity, openness, and calculated risk-taking.

6. Attracts Talent and Builds Reputation

A strong culture attracts talent that shares similar values, enhancing
team cohesion.It also builds a positive brand image, making the
organization appealing to clients and potential employees.

7. Improves Communication and Collaboration

A transparent culture encourages open communication and trust.

Teams work better together when they share common goals and
values.

8. Drives Long-term Success

Organizations with strong, healthy cultures are more resilient and

sustainable.Culture aligns everyone’s efforts toward shared goals,
ensuring consistency and focus.

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 D.STRATEGIES TO ENCOURAGE EMPLOYEES
THROUGH ORGANISATIONAL CULTURE

Encouraging employees through organizational culture involves

fostering an environment that supports motivation, engagement,
and productivity. Here are effective strategies:

1. Define and Communicate Core Values

Clearly articulate the organization’s mission, vision, and
values.Regularly remind employees of these values through
meetings, internal communications, and activities.

2. Lead by Example
Leaders should embody the culture they want to instill,
demonstrating the values and behaviors expected of
employees.Authentic leadership builds trust and sets the tone for
others to follow.

3. Recognize and Reward Achievements

Celebrate accomplishments publicly to show appreciation for
employees’ hard work.Offer incentives, awards, or promotions for
outstanding contributions that align with cultural values.

4. Foster Open Communication

Encourage transparency by providing forums for feedback, such as
town halls or anonymous surveys.Ensure employees feel heard and
their opinions are valued.

5. Encourage Collaboration and Teamwork

Create opportunities for cross-functional teams to work
together.Promote a culture where knowledge sharing and
cooperation are valued over competition.

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 6. Invest in Employee Development
Provide training, mentorship, and growth opportunities to show
commitment to employees’ futures.Support career progression by
aligning individual goals with organizational goals.

7. Promote Work-Life Balance

Offer flexible work arrangements, wellness programs, and paid time
off to support employees’ personal lives.Encourage a healthy
balance to reduce burnout and improve overall morale.

E. CHALLENGES INVOLVED IN ORGANISATIONAL

CULTURE

1. Resistance to Change
Employees and leaders may resist changes to established
norms and practices, fearing loss of familiarity or
stability.Long-standing traditions or ingrained habits can be
difficult to alter.

2. Misalignment with Strategy

A mismatch between the organizational culture and business
strategy can hinder achieving goals. For instance, a
hierarchical culture may stifle innovation in a company aiming
for creativity.

3. Diverse Workforce
Different cultural, generational, and personal backgrounds
within the workforce can lead to misunderstandings or
conflicts.Aligning diverse perspectives under a common
organizational culture is challenging.

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4. Leadership Inconsistencies
Leaders who do not exemplify the desired culture create
confusion and undermine efforts to build a cohesive
environment.Lack of clear communication and vision from
leadership can derail cultural initiatives.

5. Employee Engagement and Buy-In

Employees may feel disengaged or skeptical about cultural
initiatives, especially if they perceive them as superficial or
insincere.Building trust and ensuring active participation can
take time and effort.

6. Maintaining Culture During Growth or Change

Rapid growth, mergers, or acquisitions can dilute or disrupt an
established culture.Integrating different cultures in mergers
can create identity conflicts.

7. Globalization and Remote Work

Operating across multiple countries requires balancing local
cultural differences with a unified organizational
identity.Remote or hybrid work environments make fostering a
cohesive culture more difficult due to reduced interpersonal
interaction.

F. SOME USEFUL COMPANY ORGANISATIONAL CULTURE

PROGRAMS COULD INCLUDE:
1. Employee Onboarding and Orientation Programs
2. Leadership Development Programs
3. Diversity, Equity, and Inclusion (DEI) Initiatives
4. Team-Building Activities
5. Recognition and Rewards Systems
6. Employee Wellness Programs

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 A. INTRODUCTION

Company Network Industry Directors OVERVIEW – BALAJI

WAFERS PRIVATE LIMITED Balaji wafers Private Limited is an
unlisted private company incorporated on 22 September, 1995. It
is classified as a private limited company and is located in Rajkot,
Gujarat. It’s authorized share capital is INR 55.00 CR. And the
total paid-up capital is INR 52.90 CR. Balaji Wafers Private
Limited’s operating revenues range is Over INR 500 CR for the
financial year ending on 31 March, 2023. It’s EBITDA has
increased by 319.93 % over the previous year. At the same time,
it’s book net worth has increased by 28.4%.

Description: The produces and sells potato wafers and namkeen

food products in India Products & company Services: snacks, chips,
peas, peanut, and other related products Category: Manufacturer.
The current status of Balaji Wafers Private Limited is – Active. The
last reported AGM (Annual General Meeting) of Balaji Wafers Private
Limited, per our records, was held on 30 September, 2023.

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 ➢ HISTORY OF BALAJI

• The company is owned by Chandubhai Virani who wasborn

into a family of farmers in Gujarat. At age 15, Chandubhai and
his brothers Bhikhubhai and Meghjibhai migrated to
Dhundhoraji, a small village in Kalavad Taluka, Jamnagar
district of Gujarat.[3] [4] Their father Popatbhai Virani was a
farmer, who sold ancestral agricultural land and gave the
brothers ₹20,000 (US$250) to venture into business.

• The family chose the name because there was a Balaji temple
just outside the cinema where they started their wafers
business. The Viranis invested in farm equipment but could
not succeed and lost the money. The brothers then started a
wafer business from a canteen of Astron Cinema in Rajkot in
1974.

• Until 1989, the wafers were produced at the Viranis’ house

and distributed in and around Rajkot city. In 1989, as the
business grew, the brothers set up their potato wafer facility
near Rajkot city at Aji GIDC (Industrial Zone, Rajkot). Balaji
Wafers Private Limited was established in 1992 with four
facilities spread across the nation.[4] Balaji Wafers then set up

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 a fully automatic plant near Metoda G.I.D.C.Which is in the
area of the village Vajdi, outside the town of Rajkot.

• OBJECTIVE OF BALAJI

• Balaji Wafers is constantly striving to upgrade its

technological strengths with latest machinery and processes.

• Balaji Wafers is committed to providing Quality products and

takes extra care to ensure that its high standards are met at
every step of production.

• Only the best and graded raw materials are used for making
the products.

• The aim is to manufacture the best possible product, with an

eye towards “green” practices and smoother work systems for
the staff. The company was among the first to install a fully
automated plant in Gujarat.

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 • VISION, VALUES AND MISSION OF BALAJI

• BALAJI VISION AND MISSION STATEMENT:

• VISION : The Company’s Vision, shared by the brothers and

the young is to grow into a global giant using modern
methods and techniques. The key drivers in this journey of
growth will continue to be the age-old traditions of Trust and
Quality, without any compromise.

• MISSION : The company aims to a ‘value for money product’,

accessible to consumers all across the country. To accomplish
this, the company is seeking to strategically develop a strong
and credible distribution network, C&F agents, dealers and
retailers.

➢ VALUES OF BALAJI :

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• Quality: Commitment to producing high-quality snacks using
the finest ingredients and processes.

• Customer Satisfaction: Dedication to meeting and exceeding

customer expectations through delicious and satisfying
products.

• Integrity: Conducting business with honesty, transparency,

and ethical practices.

• Innovation: Continuously striving to innovate and introduce

new flavors, packaging, and processes to stay ahead in the
market.

• Teamwork: Fostering a collaborative and supportive work

environment where employees are valued and empowered.

• Social Responsibility: Contributing positively to the

communities in which they operate through sustainable
practices and community engagement.

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 B. COMPANY PROFILE

• One of India’s leading snack-food manufacturers and

distributors 1974

• The brothers came to Rajkot looking for a job. They landed

one in the canteen of Astron Cinema. They were loyal and
determined. Soon they were asked to run the canteen.

• 1981 The Viranis started making wafers on their own. They

even came up with the name ‘Balaji’ to sell their wafers and
sandwiches in the canteen.

• 1984 They distributed wafers to a few nearby retailers. The

scale was small but their dreams, pretty big.

• 1989 Took a loan to setup a semi-automated plant in Rajkot.

The aim was to improve several aspects of the product,
mainly quality and hygiene.

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 • 1995 Became a private limited company. Set up a fully
automated manufacturing plant. Extended the line of products
to namkeen and other snacks.

• 2002 Launched a new state-of-the-art manufacturing plant in

Rajkot, which was the largest in the country back then. Went
on to build fully automated plants for namkeen and other
snacks. Also widened the distribution network to other states.

• 2008 Set up a plant in Valsad, one of the biggest in Asia at

that point. Also built manufacturing units for namkeen and
other snacks in the same region to match increasing demands
from other states.

• 2015 Set up a hi-tech plant in Indore to serve the northern

and western parts of the country.

• 2019 The Company has 65+ products range and 150+ SKUs.
Our strong presence in the remotest of the areas to sprawling
cities is made possible through ever-expanding powerful
distribution network consisting of 1225+ dealers. Balaji aims
to provide a quality snacking experience at the most
affordable price to people across all age groups.

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 CHAPTER 2
REVIEW OF LITERATURE

2.1 INTRODUCTION

In this Chapter, the researcher has made an attempt to study and

understand the complex concepts of organizational behaviour. This
attempt includes, understanding the basic concepts of
organizational behaviour, analysing research studies made by
earlier researchers in respect of organizational behaviour in J.C
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Logistics, For this, the researcher has used various books, research
Journals and websites. The detailed list is further elaborated in the
Bibliography. Through this Literature Survey researcher wants to
find out which are the important parameters of organizational
behaviour in respect of J.C Logistics.

2.2 Literature Review

Bulach, Lunenburg, & Potter,( 2012); Hellriegel& Slocum,

( 2011) We can summarize the effects of organizational culture on
employee behaviour and performance based on four key ideas
knowing the culture of an organization allows employees to
understand both the organiætion's history and current methods of
operation. This insight provides guidance about expected future
behaviours. Organizational culture can foster commitment to the
organization's philosophy and values. This commitment generates
shared feelings of working toward common goals. That is,
organizations can achieve effectiveness only when employees share
values.

Organizational culture, through its norms, serves as a control

mechanism to channel behaviours toward desired behaviours and
away from undesired behaviours. This can also be accomplished by
recruiting, selecting, and retaining employees whose values best fit
the values of the organization.

Schein (2011) Organizational culture is the set of shared values,

beliefs, and norms that influence the way employees think, feel, and
behave in the workplace.

Nelson & Quick (2011) Organizational culture has four functions:

gives members a sense of identity, increases their commitment,
reinforces organizational values, and serves as a control mechanism
for shaping behaviour.

Hofstede (2006) In order to understand the full complexity of

organizational culture, a number of researchers made attempts to
recognize and examine the components of the organizational
culture. One of the inseparable components of organizational

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culture is the values that are shared and held by the individuals of
an organization. On the other hand explains the organizational
culture in the form of onion that contains a number of layers and
values that make the core of the organizational culture.

Wagner (2005) is of view that, the shared perception of the

organization's members on the life within the organization which
creates a bond amongst the members. This affects their perception
of their self and their work. The platform for culture is provided by
values, norms and beliefs.
Azhar (2003) organizational culture is the combination of
important assumptions that are shared in common by each
members of an organization and are often unstated. Organizational
culture is basically made up by two major common assumptions:
values and beliefs. Values are the assumptions that have been
forwarded by the leaders of the organization and considered to be
ideals that are desired by all the members of an organization.
Beliefs on the other hand are the assumptions about the reality and
created by experience.

Emst, (2001) if an organizational culture becomes incongruent

with the changing expectations of internal and/or external
stakeholders, the organization's effectiveness can decline as has
occurred with some organization.
Rousseau (2000) Organizational culture is also as a set of
commonly experienced stable characteristics of an organization
which shows the distinctive features of an organization which
differentiates it from others. The organizational culture has set of
norms and values that are shared by individuals and groups across
the organization. Organizational values and beliefs refer to the
common ideas about what the shared goals of an organization are,
what types of behaviour should the members of an organization
follow in order to achieve the common goals of an organization.
These organizational values in turn form out the standard norms and
guidelines for the organization that makes it distinct from others.
Also states that it is important for the organization to recognize the
fact that the organizations do not improve in a vacuum environment
and they need human interaction to support the improvement and
development which can be achieved only by following the

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effectively accepted and equally shared values by each individual
members of an organiætion.

Robbins and Coulter, (1998) define organizational culture as a

system of shared meaning within an organization that determines,
in large degree, how employees act They also suggest that culture
implies several things They argue that it is perception. hdividuals
perceive the culture of the organization based on what they see or
hear within the organization and even though individuals may have
different backgrounds. Organizational culture provides the
organization and its members with the capacity and ability to deal
with the environment, reflecting the contingency approach to
management suggested by many organization theorists and
practitioners

Schein, (1997) When we apply it to groups and organizations, we

are almost certain to have conceptual and semantic confusion
because groups "—N and organizations are also not always easy to
define Often with regards to 'organizational culture' people agree
that it exists and that it is important in its effects but that people
have completely different ideas of what it is.

Robbins (1995) Suggests that organizational culture is concerned

with how employees perceive the characteristics of an
organization's culture, not with whether or not they like them. He
suggests that it is a descriptive term and therefore research on
organizational culture has sought to measure how employees see
their organization - It is also argued by Robbins that "Culture by
definition is elusive, intangible, implicit, and taken for granted But
every organization develops a core set of assumptions,
understandings and implicit rules that govern day-today behaviour
in the workplace".

Robbins (1986) on the other hand, defines organizational culture

as a uniform perception of an organization which has common
characteristics. Organizational culture, according to the author is
something descriptive and effectively it can distinguish one
particular organiætion from another. It can also integrate individuals
and groups of organization systems.

Buchanan and Huczynski (1985) have defined organization as a

social arrangement for the controlled performance of collective
goals Organizations of various kinds and form r catering to venous
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human needs exist in society Human experience tells us that groups
of people can achieve much more than individuals acting on their
own. It is rightly said that our society is heavily dependent on
collective, organized activity we are born, work, and die in and
through organiætions, and all of us are influenced by organizations
in one way or another. The argument and the debate cited above
makes amply clear the importance of organiætions in society and
the need to understand their functioning to derive the maximum
benefit from them.

Haralmbos and Heald, (1981) Organizations are important

elements of society and all people do not look at them in the same
way. It is suggested that the increasing tendency to view
organizations as a distinct field of study is due to the pervasiveness
and recognized importance of this type of social unit. Organizations
have also been perceived as a threat to individual liberty and as
undermining democracy but at the same time they have also been
seen as essential requirements for a democratic society, as a means
for the protection of individual freedoms "Democratic objectives
would be impossible to attain in modern society without
bureaucratic organizations to implement them.

Riketta, (2002) A study onThe effect of organisational culture and

leadership style on job satisfaction and organisational commitment.
The objective of this study is to analysis the effect of organisational
culture and leadership style on job satisfaction and organisational
commitment in Australian and Hong Kong. This study has
investigated the effect of organisational culture and leadership style
on job satisfaction and organisational commitment in Australian and
Hong Kong samples. Also, differences between the two samples on
mean values of these variables were also investigated. The results
of this study revealed that the Riketta, (2002) A study onThe effect
of organisational culture and leadership style on job satisfaction and
organisational commitment. The objective of this study is to analysis
the effect of organisational culture and leadership style on job
satisfaction and organisational commitment in Australian and Hong
Kong. This study has investigated the effect of organisational culture
and leadership style on job satisfaction and organisational
commitment in Australian and Hong Kong samples. Also, differences

30
between the two samples on mean values of these variables were
also investigated. The results of this study revealed that the
Australian managers scored more highly the innovative and
supportive culture measures, and on job satisfaction and
organisational commitment.Australian managers scored more highly
the innovative and supportive culture measures, and on job
satisfaction and organisational commitment.

Nidhin S, Komal Chopra, (2015) A study on organisational

culture and its impact on business operations and quality. The
objective Of this study is to see the organisational culture and its
impact on business operations and quality. The study focused on
analysis of Various factors affecting the organisation culture. From
the data collected it can be concluded that the majority of the
respondents Are between the age between 25 – 40 years and fall
under the middle level managerial category.

Esra Aktaúa, Iúık Çiçekb, Mithat Kıyakc, (2011) A study on The

Effect Of Organizational Culture On Organizational Efficiency. The
objective of this study is increasing competitive conditions, reaching
desired organizational efficiency level attracts both Academician’s
and practitioners’ interest much more. It has been observed in this
research that the self-direction feature of CEO/top Managers in the
organization is related to stimulation and power. The managers with
the higher self-direction character could be Referred to as being
more influential in this sense. The individuals with higher self-
direction and stimulation pay relatively a less Importance to the
quality in organizational efficiency criteria. The culture of clan and
the culture of adhocracy -as expected- have Been found as
negatively related to the organizational environment factor which
emphasizes organizational structure, work in Organization, and
external competition.

Fakhar Shahzad, Rana Adeel Luqman, Ayesha Rashid Khan,

Lalarukh Shabbir, (2012) A study on Impact of Organizational
Culture on Organizational Performance. The objective of this article
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is to demonstrate conceptualization, measurement and examine
various concepts on organization culture and performance. Every
person or employee in the organization has own different values and
beliefs that he/she works with them. Whenever join any organization
he/she allowed himself to internalize first with the organization’s
culture to know whether he come up with them or not. Culture is
being investigated to impact miscellany of organizational process.

Thokozani S B Maseko, (2017) A study on Strong vs. Weak

Organizational Culture. The objective of this study is to compare the
Impact of strong and weak Organizational culture on employee
motivateion. In entanglement, the importance of Organizational
Culture in an Organizational cannot be overemphasised.
Organizational culture plays a significant role in motivating
employees. Both strong and weak Organizational cultures can utilise
intrinsic and extrinsic motivational factors to keep employees
motivated.

Elena Parmelli1, Gerd Flodgren, Fiona Beyer, Nick Baillie,

Mary Ellen Schaafsma and Martin P Eccles, (2011) A study on
The Effectiveness of strategies to change organizational culture to
improve healthcare performance. The objectives of this study is to
Determine the effectiveness of strategies to change organisational
culture in improving healthcare performance and to examine the
Effectiveness of these strategies according to different patterns of
organisational culture. Current available evidence does not Identify
any effective, generalisable strategies to change organisational
culture. Healthcare organisations considering implementing
Interventions aimed at changing culture should seriously consider
conducting an evaluation to strengthen the evidence about this
topic.

2.3 Conclusion

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Organizational culture profoundly influences employee behavior,
performance, and organizational effectiveness through shared
values, beliefs, and norms. It provides a sense of identity, fosters
commitment to common goals, and acts as a control mechanism
guiding behavior toward desired outcomes. Researchers like Schein
(2011), Robbins (1995, 1998), and Hofstede (2006) emphasize the
role of culture in shaping organizational operations, from enhancing
employee alignment with organizational values to facilitating
adaptation to changing stakeholder expectations. Studies by Riketta
(2002) and others demonstrate the tangible impacts of culture on
job satisfaction, organizational commitment, and efficiency, with
variations influenced by leadership styles and cultural strength.
Effective organizational cultures encourage collaboration,
motivation, and continuous improvement, although shifting culture
to meet evolving needs requires strategic efforts and robust
evaluation. In essence, culture is a critical determinant of an
organization’s success, uniting individuals through shared norms
and driving performance in dynamic environments.

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