A Study on Organizational Culture

of
“Square Textiles Limited”

Submitted to
Nafiza Islam
Lecturer
Dept. of Management Studies
Faculty of Business Studies

Submitted By
“Incredible Connection”- Group

SL No. Group Member ID Member Name

01 20142010 Sheikh Mohammad Naim
02 20142055 Md. Safawat Jamil Sagar
03 20142056 Md. Rafiqur Rahaman
04 20142057 (Group Leader) Md. Saidur Rahman
05 20142119 Md. Toufiq Ahmed

Date of Submission
26th December, 2014
 Letter of Transmittal

26th December, 2014

Nafiza Islam
Lecturer
Dept. of Management Studies
Faculty of Business Studies

Subject: Submission of the report on Organizational Culture of “Square Textiles Limited”

Dear Madam,

In accordance to your advice to our group for preparing a report on “Square Textiles Limited”
to serve our purpose. In preparing this report, we have followed your guidelines to spread up our
focus on all the steps of Organizational Culture.

It was a great opportunity for us to work as a report on Organizational Culture to implement the
knowledge that we have learned in our academic career. We tried our level best to make this
report to the required standard. We hope that this report will fulfill your expectation. We
therefore, hope that you would be kind enough to go through this report for evaluation.

If you have any question after reading this report, let us know.

Sincerely yours,

Sheikh Mohammad Naim …………………………………………………………………

Md. Safawat Jamil Sagar …………………………………………………………………

Md. Rafiqur Rahaman …………………………………………………………………

Md. Saidur Rahman …………………………………………………………………

Md. Toufiq Ahmed …………………………………………………………………

 Acknowledgement

“In the name of Allah, the most merciful and beneficent”

This is high time for us to convey our deepest gratitude and sincere submission to the Almighty
ALLAH for giving me the opportunity to accomplish such a huge task of preparing this report.

We convey our heartfelt thanks to our honorable Faculty Nafiza Islam for his careful suggestion
and enthusiasm bringing words at every time during the preparation of report. She never felt
boring as we have wasted his valuable time and had done constructive criticism throughout the
whole time.

We have so far given our best effort to prepare and represent the report according to instruction
of my honorable teacher and supervisor. We hope our endeavor will be beneficial to the audience
and urge for exonerate eye for any mistake or error found in the report.
 Table of Contents

Chapter 1 : Introduction......................................................................... 1
1.1. Background of the Study ...............................................................................2
1.2. Objectives of the Study .................................................................................3
1.3. Scopes of the Study .......................................................................................3

Chapter 2 : Methodology ........................................................................ 5

Chapter 3: Literature Review ................................................................ 7

3.1. Definition of Organization ............................................................................8
3.2. Definition of Culture .....................................................................................8
3.3. Definition of Organizational Culture ............................................................9
3.4. Characteristics of Organizational Culture ...................................................10
3.5. Elements of Organizational Culture ............................................................12
3.6. Creation of Organizational Culture .............................................................14
3.7. Objectives of Organizational Culture ..........................................................15
3.8. Importance of Organizational Culture.........................................................16
3.9. Strong Vs. Weak Culture.............................................................................17
3.10. Creating a Positive Culture ......................................................................18

Chapter 4: Overview of the Organization .......................................... 20

4.1. About Square Textiles Ltd. (Sq.Tx.L.)........................................................21
4.2. Company Location ......................................................................................23
4.3. Key Products of Square Textiles Ltd ..........................................................23
4.4. Mission of Square Textiles Ltd. ..................................................................24
4.5. Vision of Square Textiles Ltd. ....................................................................25
 4.6. Strategic Goals & Objectives of Square Textiles Ltd. ................................25
4.7. Organogram of Square Textiles Ltd. ...........................................................26
4.8. Management Apparatus of Square Textiles Ltd.........................................27
4.9. Corporate Achievement of Square Textiles Ltd.........................................27

Chapter 5: Organizational Culture of Square Textiles Ltd.............. 29

5.1. The Business Strategy & Perspective of ―Square Textiles Ltd.‖ ................30
5.2. Growth Perspective of Square Textiles Ltd. ...............................................33
5.3. Model of Leadership at Square Textiles Ltd. ..............................................34
5.4. Organizational Culture of Square Textiles Ltd. ..........................................34
5.5. Working Environment of Square Textiles Ltd. ...........................................35
5.6. Analysis of High Job Satisfaction of Employess at Square Textiles Ltd. ..36
5.7. Services Provided by ―Square Textiles Ltd.‖ to Employees .......................36
5.8. Benefits of Square Textiles Ltd. ..................................................................37
5.9. Drivers of Square Textiles Ltd.‘s Success ..................................................40

Chapter 6: Analysis & Findings........................................................... 42

6.1. Analysis .......................................................................................................43
6.2. Interpretation ...............................................................................................43
6.3. Additional Findings .....................................................................................44

Chapter 7: Conclusion .......................................................................... 45

Chapter 8: Recommendation ............................................................... 47

Chapter 9: Reference ............................................................................ 49

 List of Figures & Charts

Figure 1: Characteristics Of Organizational Culture ............................................................. 11

Figure 2: Dimensions of Organizational Culture ..................................................................... 11

Figure 3: Elements of organizational Culture .......................................................................... 13

Figure 4: Culture Flow ............................................................................................................... 14

Figure 5: Culture Selection Criteria ......................................................................................... 14

Figure 6: Organogram ................................................................................................................ 26

 Executive Summary
Organizational culture is an intervening variable. Employees from an overall subjective
perception of the organization based on factors such as degree of risk tolerance, team emphasis
and support of people. This overall perception becomes in effect the organization culture or
personality. These favorable or unfavorable perceptions then affect employee performance and
satisfaction, with the impact being greater for stronger culture. In strong cultures difficult for
mangers to change, when a culture becomes mismatched to its environment management will
want to change but its difficult and long process. The result, at least in the short term, is that
managers should treat their organization‘s culture as relatively fixed. Organizational culture
depends on managerial decision. Like hiring individual whose values don‘t align to the
organization culture. As a result, they are dissatisfied with their jobs and the organization. Not
surprisingly, employee ―misfits‖ have considerably higher turnover rates than individuals who
perceive a good fit. Organizational culture indicates how well an organization continues
operation. So to ensure an organization growth and stability, we need to maintain a minimum
level of standard of organizational culture.
Square constructed its state of the art manufacturing facility at Saradaganj, Kashimpur, Gazipur
with high tech machinery from Europe. It has four dormitories for the work force & two
residential buildings for the management staff provide more than 80% housing for the
employees. Square is the 1st of its kind in Bangladesh to provide accommodation facilities to its
employees. Production & accommodation facilities include full time supply of drinking water,
adequate lighting & ventilation facilities. Free meals, free transportation, 24 – hours medical
center, on-site sports & recreation facilities encourage the motivated team to serve customers full
heartedly. ETI codes according to the local law (Bangladesh) are very strictly practiced in its
manufacturing facilities.
Square stands for ceaseless efforts. The philosophy of never standing still, slowing down, never
stop thinking & never compromise with quality made Square the most progressive & dynamic
business leader in the country. Square believes in using advanced technology to cope with the
changing world. Motivation & diversification is the its major strength.
 Chapter 1
Introduction

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 Introduction
1.1. Background of the Study

Organizational culture; comprises the attitudes, experiences, beliefs and values of an

organization. It has been defined as "the specific collection of values and norms that are shared
by people and groups in an organization and that control the way they interact with each other
and with stakeholders outside the organization. Organizational values are beliefs and ideas about
what kinds of goals members of an organization should pursue and ideas about the appropriate
kinds or standards of behaviour organizational members should use to achieve these goals. From
organizational values develop organizational norms, guidelines or expectations that prescribe
appropriate kinds of behaviour by employees in particular situations and control the behaviour of
organizational members towards one another".In every organization, with period of time some
systems or patterns of values, symbols, rituals, myths and practise have evolved. These shared
values determine as to how the managers see and how they respond to it. When confronted with
a problem, the organization‘s culture restricts the manager suggesting the correct way-―the way
we do things here‖- to conceptualize, define, analyze and solve the problem.

organizational culture as an intervening variable. Employees form an overall subjective

perception of the organization based on such factors as degree of risk tolerance, team emphasis,
and support of people. This overall perception becomes, in effect, the organization‘s culture or
personality. These favorable or unfavorable perceptions then affect employee performance and
satisfaction, with the impact being greater for stronger cultures.

Just as people‘s personalities tend to be stable over time, so too do strong cultures. This makes
strong cultures difficult for managers to change. When a culture becomes mismatched to its
environment, management will want to change it. However, as the Point-Counterpoint debate for
this chapter demonstrates, changing an organization‘s culture is a long and difficult process. The
result, at least in the short term, is that managers should treat their organization‘s culture as
relatively fixed.

One of the more important managerial implications of organizational culture relates to selection
decisions. Hiring individuals whose values do not align with those of the organization is likely to
lead to employees who lack motivation and commitment and who are dissatisfied with their jobs

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and the organization. Not surprisingly, employee ―misfits‖ have considerably higher turnover
rates than individuals who perceive a good fit.

We should also not overlook the influence socialization has on employee performance. An
employee‘s performance depends to a considerable degree on knowing what he should or should
not do. Understanding the right way to do a job indicates proper socialization. Furthermore, the
appraisal of an individual‘s performance includes how well the person fits into the organization.
Can he or she get along with coworkers? Does he/she have acceptable work habits and
demonstrate the right attitude? These qualities differ between jobs and organizations. For
instance, on some jobs, employees will be evaluated more favorably if they are aggressive and
outwardly indicate that they are ambitious. On another job, or on the same job in another
organization, such an approach may be evaluated negatively. As a result, proper socialization
becomes a significant factor in influencing both actual job performance and how it is perceived
by others.

1.2. Objectives of the Study

The broad objective of this report is to provide an overview of Square Textiles Ltd. The specific
objectives of this report are:

• To Study about the Organizational Culture.

• To Study about the Various types of Organizational Culture.
• To Study about the Impact of Culture on the Performance of Organization.
• To Measure the Job Satisfaction of the employees through the Organization.
• To Know the Strength or Weakness by describing the Organizational Culture.
• To understand the Culture adopted by the specific company – Here Taken ―Square
Textiles ltd.‖

1.3. Scopes of the Study

The scope of this report can be as

• It has given me the opportunity for the research.

• To make a specific Organizational Cultural Model.

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 • To Create the best Suitable Culture for the Organization etc.

1.4. Limitations of the Study

• The employee productivity or output reports are confidential were not available for study.
Actual performance aspects could be studied with these reports.

• All the departments of the organization are not covered in the study

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 Chapter 2
Methodology

5|Page
 Methodology
For this report, we have used an exploratory research. For collecting information primary sources
of information are used. In the beginning, the first question raised in our mind was from where
we should start, which type of data ,what type of data we need and from where we would collect
them. Then we selected the company upon which we will make our term paper and we selected
―Square Textiles Ltd.‖. as our company.

The report is prepared on the extensive use of secondary data. We gathered most of our primary
data from the following places

• Interview of the employee.

• Talking with the Executive level management.
Secondary information was also collected from different books and journals such as the quarterly
and annual reports published, the articles of association, materials and printouts used for training
purposes have also been used as a means for data and information collection. Information about
these variables was also collected from publication of textile processing related journal from
though internet.

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 Chapter 3
Literature Review

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 Literature Review
3.1. Definition of Organization

An organization is a systematic arrangement of people to accomplish some specific purpose and

Non-random arrangement of components or parts interconnected in a manner as to constitute a
system identifiable as a unit. and the other thing organization define as a Sequential form in
which a body of knowledge, data, people, things, or other elements, is purposefully arranged.

Social unit of people, systematically arranged and managed to meet a need or to pursue
collective goals on a continuing basis. All organizations have a management structure that
determines relationships between functions and positions, and subdivides and delegates roles,
responsibilities, and authority to carry out defined tasks. Organizations are open systems in that
they affect and are affected by the environment beyond their boundaries.

3.2. Definition of Culture

The sum of attitudes, customs, and beliefs that distinguishes one group of people from another.
Culture is transmitted, through language, material objects, ritual, institutions, and art, from one
generation to the next. Broadly, social heritage of a group (organized community or society). It is
a pattern of responses discovered, developed, or invented during the group's history of handling
problems which arise from interactions among its members, and between them and their
environment. These responses are considered the correct way to perceive, feel, think, and act,
and are passed on to the new members through immersion and teaching. Culture determines what
is acceptable or unacceptable, important or unimportant, right or wrong, workable or
unworkable. It encompasses all learned and shared, explicit or tacit, assumptions, beliefs,
knowledge, norms, and values, as well as attitudes, behavior, dress, and language. See also
organizational culture.

 The quality in a person or society that arises from a concern for what is regarded as
excellent in arts, letters, manners, scholarly pursuits, etc. That which is excellent in the
arts, manners, etc.
 A particular form or stage of civilization, as that of a certain nation or period: Greek
culture.

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  Development or improvement of the mind by education or training.
 The behaviors and beliefs characteristic of a particular social, ethnic, or age group: the
youth culture; the drug culture.
 Anthropology. The sum total of ways of living built up by a group of human beings and
transmitted from one generation to another.
3.3. Definition of Organizational Culture

Organizational culture is the collective behavior of people that are part of an organization, it is
also formed by the organization values, visions, norms, working language, systems, and symbols,
and it includes beliefs and habits. It is also the pattern of such collective behaviors and
assumptions that are taught to new organizational members as a way of perceiving, and even
thinking and feeling. Organizational culture affects the way people and groups interact with each
other, with clients, and with stakeholders.

Organizational culture is defined as shared perceptions of organizational work practices within

organizational units that may differ from other organizational units. Organizational work
practices are the central part of this definition.
The definition is a shortened version of Kostova’s definition: ―particular ways of conducting
organizational functions that have evolved over time These practices reflect the shared
knowledge and competence of the organization.‖
Ravasi and Schultz states that ―organizational culture is a set of shared mental assumptions that
guide interpretation and action in organizations by defining appropriate behaviour for various
situations‖. At the same time although a company may have "own unique culture", in larger
organizations, there is a diverse and sometimes conflicting cultures that co-exist due to different
characteristics of the management team. The organizational culture may also have negative and
positive aspects.

A dominant culture is a set of core values shared by a majority of the organization‘s members.
The values that create dominant cultures in organizations help guide the day-to-day behavior of
the employees. Important, but often overlooked, are the subcultures in an organization. A
subculture is a set of values shared by a minority, usually a small minority of the organization‘s
members. Subcultures typically are a result of problems or experiences that are shared by
members of a department or unit. Subcultures can weaken and undermine an organization if they

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are in conflict with the dominant culture and overall objectives. Successful firms, however find
that this is not the case always. Most subcultures are formed to help the members of a particular
group deal with the specific day-to-day problems with which they are confronted. The members
may also support many, if not all, of the core values of the dominant culture. Basically,
organizational culture is the personality of the organization. Culture is comprised of the
assumptions, values, norms and tangible signs (artifacts) of organization‘s members and their
behaviors. Members of an organization soon come to sense the particular culture of an
organization. Culture is one of those terms that are difficult to express distinctly, but everyone
knows it when they sense it. A person can tell about the culture of an organization by looking at
the arrangement of furniture, what they brag about, what members wear, etc. -- similar to what
any individual use to get a feeling about someone's personality.

3.4. Characteristics of Organizational Culture

Windsor and Ashkanasy (1996) suggest seven primary characteristics of organizational culture-

 Innovation and risk taking – Being action oriented, not being constrained by many rules
and taking risks and innovating
 Attention to detail – Being careful, oriented and precise
 Outcome orientation – Being competitive, achievement oriented, result oriented and
anlytical
 People orientation – Being fair, tolerating and socially responsible
 Team orientation – Being team oriented and working in collaboration with others
 Aggressiveness – People are aggressive and competitive rather than easygoing
 Stability – Security of employment and stability in job

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FIGURE 1: C HARACTERISTICS O F O RGANIZATIONAL C ULTURE

FIGURE 2: D IMENSIONS OF O RGANIZATIONAL C ULTURE

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 3.5. Elements of Organizational Culture

There are many possible elements of organizational culture. The above definition includes three
of the elements of organizational culture.

Organizational Values

Values reflect what we feel is important. Organizations may have core values that reflect what is
important in the organization. These values may be guiding principles of behavior for all
members in the organization. The core values may be stated on the organization's website. For
example, an organization could state that their core values are creativity, humor, integrity,
dedication, mutual respect, kindness, and contribution to society.

Organizational Beliefs

Beliefs that are part of an organization's culture may include beliefs about the best ways to
achieve certain goals such as increasing productivity and job motivation. For example, an
organization may convey the belief that the expression of humor in the workplace is an effective
way to increase productivity and job motivation.

Organizational Norms

Norms reflect the typical and accepted behaviors in an organization. They may reflect the values
and beliefs of the organization. They may reflect how certain tasks are generally expected to be
accomplished, the attributes of the work environment, the typical ways that people communicate
in the organization, and the typical leadership styles in the organization. For example, the work
environment of a company may be described as relaxed, cheerful, and pleasant. Moreover, the
organization may have a participative decision making process in which many people in the
organization is able to express their views concerning important decisions. Also, an organization
may have many meetings to discuss ideas.

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G. Johnson described a cultural web, identifying a number of elements that can be used to
describe or influence Organizational Culture:

 The Paradigm: What the organization is about; what it does; its mission; its values.
 Control Systems: The processes in place to monitor what is going on. Role cultures would
have vast rulebooks. There would be more reliance on individualism in a power culture.
 Organizational Structures: Reporting lines, hierarchies, and the way that work flows
through the business.
 Power Structures: Who makes the decisions, how widely spread is power, and on what is
power based?
 Symbols: These include organizational logos and designs, but also extend to symbols of
power such as parking spaces and executive washrooms.
 Rituals and Routines: Management meetings, board reports and so on may become more
habitual than necessary.
 Stories and Myths: build up about people and events, and convey a message about what is
valued within the organization.

FIGURE 3: E LEMENTS OF ORGANIZATIONAL C ULTURE

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 3.6. Creation of Organizational Culture

The founders of an organization generally tend to have a large impact on establishing the early
culture. The organization‘s culture results from the interaction between the founder(s) biases and
assumptions and what the original members of the organization learn from their own
experiences.

FIGURE 4: C ULTURE F LOW

Culture is learned. It is both a product of action and a conditioning element of future action, an
input and an output. Thus culture is the socio-technical systems. It consist of the decision
making, planning and control procedures of the organization, its technology, and the procedures
for recruitment, selection and training and is influenced by the common beliefs, attitudes and
values of the members of the organization.

FIGURE 5: C ULTURE S ELECTION C RITERIA

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 Philosophy of organization’s founders: The ultimate source of an organization‘s culture
is its founders. The founder‘s behavior acts as a role model for the employees. With the
organizational success, the founder‘s personality is embedded in the organizational
culture.
 Selection practices: Explicit goal identifying and hiring individuals having knowledge,
skills and abilities to perform the jobs successfully. Individuals having values consistent
with those of the organization are selected as per the decision maker‘s judgments.
Selection becomes a ‗two-way street‘ as it provides information about the organization to
the applicants.
 Top Management: The actions of top management establishes the norms for the
organization as to Whether risk taking is desirable. How much freedom managers should
give to their subordinates. What actions will pay off in terms of pay rises, promotions and
other rewards etc. The actions of top management establish the norms for the
organization as to whether risk taking is desirable. How much freedom managers should
give to their subordinates. What actions will pay off in terms of pay rises, promotions and
other rewards etc.
 D) Socialization: New employees are not familiar with the organizational culture and
are potentially likely to disturb the existing culture.The process through which the
employees are proselytized about the customs and traditions of the organization is known
as socialization. It is the process of adaptation by which new employees are to understand
the basic values and norms for becoming ‗accepted‘ members of the organization.

3.7. Objectives of Organizational Culture

 Cooperation:
By providing shared values and assumptions, culture may enhance goodwill and mutual trust,
encouraging cooperation.

 Decision Making:
Shared beliefs give members a consistent set of basic assumptions. It may lead to a more
Efficient decision-making process due to fewer disagreements.

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  Control: Control is provided by three mechanisms –
 Market control mechanism: relies on price. If results fall short of goals, prices are
adjusted to stimulate necessary change
 Bureaucratic control mechanism: relies on formal authority. The control process
consists of adjusting rules and regulations and issuing directives
 Clan control mechanism: relies on shared beliefs and values. Provide a map that
members can rely on to choose appropriate course of action.
 Communication:
Culture reduces communication problems in two ways:
- No need to communicate in matters for which shared assumptions already exist
(things go without saying)
- Shared assumptions provide guidelines and cues to help interpret messages that
are received
 Commitment:
Strong cultures foster strong identification which causes commitment
 Perception:
What an individual sees is conditioned by what others sharing the same experience say
they are seeing.
 Justification of behavior:
Culture helps organization members make sense of their behavior by providing
justification for it.

3.8. Importance of Organizational Culture

Employees should to be engaged in their work. They yearn for work that is enjoyable,
Meaningful and engaging. When they are engaged they are safer on the job, more productive
and more willing and able to delight customers. It is for these basic reasons that
Organizational culture matters.
 Talent-attractor
 Talent-retainer
 Engages people

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  Creates energy and momentum
 Changes the view of ―work‖
 Creates greater synergy
 Makes everyone more successful

3.9. Strong Vs. Weak Culture

Strong culture is said to exist where staff respond to stimulus because of their alignment to
organizational values. Conversely, there is weak culture where there is little alignment with
organizational values and control must be exercised through extensive procedures and
bureaucracy.
Where culture is strong—people do things because they believe it is the right thing to do—there
is a risk of another phenomenon, Groupthink. "Groupthink" was described by Irving L. Janis. He
defined it as "...a quick and easy way to refer to a mode of thinking that people engage when
they are deeply involved in a cohesive ingroup, when members' strivings for unanimity override
their motivation to realistically appraise alternatives of action." This is a state where people, even
if they have different ideas, do not challenge organizational thinking, and therefore there is a
reduced capacity for innovative thoughts. This could occur, for example, where there is heavy
reliance on a central charismatic figure in the organization, or where there is an evangelical
belief in the organization‘s values, or also in groups where a friendly climate is at the base of
their identity (avoidance of conflict). In fact groupthink is very common, it happens all the time,
in almost every group. Members that are defiant are often turned down or seen as a negative
influence by the rest of the group, because they bring conflict, through reliance on established
procedures.
Innovative organizations need individuals who are prepared to challenge the status quo—be it
groupthink or bureaucracy, and also need procedures to implement new ideas effectively.
Whether an organization‘s culture is strong or weak or somewhere in between depends on factors
such as the size of the organization, how long it has been around, how much turnover there has
been among the employees, and the intensity with which the culture was originated.

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 3.10. Creating a Positive Culture

Cummings & Worley give the following six guidelines for cultural change; these changes are in
line with the eight distinct stages mentioned by Kotter:

1. Formulate a clear strategic vision (stage 1, 2, and 3). In order to make a cultural change
effective a clear vision of the firm‘s new strategy, shared values and behaviours is
needed. This vision provides the intention and direction for the culture change.
2. Display top-management commitment (stage 4). It is very important to keep in mind
that culture change must be managed from the top of the organization, as willingness to
change of the senior management is an important indicator. The top of the organization
should be very much in favour of the change in order to actually implement the change
in the rest of the organization. De Caluwé & Vermaak (2004) provide a framework with
five different ways of thinking about change.
3. Model culture change at the highest level (stage 5). In order to show that the
management team is in favour of the change, the change has to be notable at first at this
level. The behaviour of the management needs to symbolize the kinds of values and
behaviours that should be realized in the rest of the company. It is important that the
management shows the strengths of the current culture as well; it must be made clear that
the current organizational does not need radical changes, but just a few adjustments. This
process may also include creating committee, employee task forces, value managers, or
similar. Change agents are key in the process and key communicators of the new values.
They should possess courage, flexibility, excellent interpersonal skills, knowledge of the
company, and patience. As McCune (May 1999) puts it, these individual should be
catalysts, not dictators.
4. Modify the organization to support organizational change. The fourth step is to modify
the organization to support organizational change. This includes identifying what current
systems, policies, procedures and rules need to be changed in order to align with the new
values and desired culture. This may include a change to accountability systems,
compensation, benefits and reward structures, and recruitment and retention programs to
better align with the new values and to send a clear message to employees that the old
system and culture are in the past.

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5. Select and socialize newcomers and terminate deviants A way to implement a culture
is to connect it to organizational membership, people can be selected and terminate in
terms of their fit with the new culture. Encouraging employee motivation and loyalty to
the company is key and will also result in a healthy culture. The company and change
managers should be able to articulate the connections between the desired behavior and
how it will impact and improve the company‘s success, to further encourage buy-in in
the change process. Training should be provided to all employees to understand the new
processes, expectations and systems.
6. Develop ethical and legal sensitivity. Changes in culture can lead to tensions between
organizational and individual interests, which can result in ethical and legal problems for
practitioners. This is particularly relevant for changes in employee integrity, control,
equitable treatment and job security. It is also beneficial, as part of the change process,
to include an evaluation process, conducted periodically to monitor the change progress
and identify areas that need further development. This step will also identify obstacles of
change and resistant employees and to acknowledge and reward employee improvement,
which will also encourage continued change and evolvement. It may also be helpful and
necessary to incorporate new change managers to refresh the process. Outside
consultants may also be useful in facilitating the change process and providing employee
training. Change of culture in the organizations is very important and inevitable. Culture
innovations is bound to be because it entails introducing something new and
substantially different from what prevails in existing cultures. Cultural innovation is
bound to be more difficult than cultural maintenance. People often resist changes hence
it is the duty of the management to convince people that likely gain will outweigh the
losses. Besides institutionalization, deification is another process that tends to occur in
strongly developed organizational cultures. The organization itself may come to be
regarded as precious in itself, as a source of pride, and in some sense unique.
Organizational members begin to feel a strong bond with it that transcends material
returns given by the organization, and they begin to identify with it. The organization
turns into a sort of clan.

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 Chapter 4
Overview of the Organization

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Overview of the Organization- “Square Textiles Ltd.”
4.1. About Square Textiles Ltd. (Sq.Tx.L.)

Square stands for ceaseless efforts. The philosophy of never standing still, slowing down, never
stop thinking & never compromise with quality made Square the most progressive & dynamic
business leader in the country. Square believes in using advanced technology to cope with the
changing world. Motivation & diversification is the its major strength.

Square Group is one of the most renowned pharmaceutical company in Bangladesh. This group
inaugurated their journey through Square firm in 1958. This is the first medicine exporting firm
in the country. It‘s contributing to the national economy by exporting medicine from 1987 to till
now.

Square group is no longer confined to medicine production. They have diversified their
activities. In 1988 they established Square Toiletries. In 1997 they established Square Textiles.
In 2000 Square spinning started exporting by satisfying the local market. In 2001 Square group
lunched many other firms: Knit Fabrics, Square Fashions Limited, Square Informatics, Square
Consumer Product and Square Hospital. Now their total asset is about $200 million. And, yearly
investment is about $300 million.

The companies of Square Group of Industries are:

Square Pharmaceuticals Ltd.

Square Textiles Ltd.

Square Spinnings Ltd.

Square Toiletries Ltd.

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 Square Consumer Products Ltd.

Square Informatix Ltd.

Square Health Products Ltd.

Square Agro Ltd.

Sheltech

Pioneer Insurance Company Ltd.

Mutual Trust Bank Ltd.

National Housing Finance And Investment Ltd.

Mediacom Ltd.

Aegis Services Ltd.

Maasranga Productions

These all following companies owner is Square Group of Industries. So, it‘s too much tough to
visit all companies within a day. So, we just visit their only textiles & fabrics company. In our
report, we only present the details of these companies detail & their production possibility. And
also know about how they help our country to improve our economic growth rate.

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Square Textiles Ltd. started its journey by establishing the first unit in 1997. One year later the
second unit was established. Square Textile is a subsidiary company of Square Group .The
Company was incorporated as a public limited company in the year of 1994. The operation was
started in 1997.It was enlisted in Dhaka Stock Exchange & Chittagong Stock Exchange in 2002.
Within a very short time of span the company achieved some significance success. Square
Textile receives Oeko-Tex standard 100 and ISO-9002 certificates in the year 2000. Authorized
capital of the company is tk. 1000 million. It‘s paid- up capital is tk. 251.90 million. 1,223
employees are working in this organization. The business lines of Square Textiles Limited are
manufacturing and marketing of yarn. The factory is located in Saradaganj, Kashimpur, Gazipur,
Bangladesh. Its office is located at Uttara in Dhaka

4.2. Company Location

 Corporate Headquarter
Square Centre 48, Mohakhali C/A, Dhaka-1212.
 Head Office
Mascot Plaza (11th – 12th Floor, Plot # 107/A, Sector # 7, Uttara Model Town, Uttara,
Dhaka.

 Factory
Saradaganj, Kashimpur, Gazipur.

4.3. Key Products of Square Textiles Ltd

As stated earlier the business line of the company is manufacturing and marketing of yarn. It
manufactures:

• 100% Cotton Ring Span Yarn For Hosiery

• 100% Cotton OE Rotor Yarn for Hosiery
• Knit Fabrics for 100% export oriented readymade Garments Industry.

It also performs the following services:-

• Dying & Post Mercerization.

• Fabric Dying

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The final output is marketwise by Square Fashion Ltd. In Square Textile Limited two types of
products are produced in two different units. These are as follows:

Unit 1: Combed and Carded Yarn from a count range of Ne.10 to Ne.80.Unit 2: Combed Ring
Yarn from a count range of Ne.20 to Ne.40. In Square Spinning Ltd. 100% Cotton Carded and
Combed Yarn in the count range of Ne.16 to Ne.30 are produces. Finally in Square Fashion‘s
Ltd. Readymade Knit Apparels like T-shirts, Polo shirts, Tank tops, Pajamas, Sport wear, Under
garments, Men‘s & Ladies fashion wear , Kids wear etc

4.4. Mission of Square Textiles Ltd.

The mission statement of Square Textiles Limited is ―Our mission is realization of vision
through maximum production of goods and services strictly on ethical and moral standards at
minimum costs to the society ensuring optimum benefits to the shareholders and other
stakeholders.‖ This mission is envisioned by the concept of business which ensures well being of
the investors, stakeholders, employees and members of the society which will create new wealth
in the form of goods and services.

Square realizes the need to stake out a competitive segment in the changing global market of
today through technological excellence and human expertise. is committed to transpose its local
success to the world scene.

 To establish ourselves as a one stop source for the Global Knit Apparel market.
 To satisfy and meet customer's expectation by developing and providing products and
service on time, which offer value in terms of Quality, Price, Safety & Environmental
impact.
 To assure complete compliance with the international quality standards.
 To provide the employees internationally acceptable working condition /standards.
 To promote the development and best use of human talent & equal opportunity
employment.
 To procure the most advanced & sophisticated technology suitable for producing desired
product.

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  To attain highest level of competence through continuous development of the
professional management system and to ensure complete transparency in all aspects of
business.

4.5. Vision of Square Textiles Ltd.

Sq.Tx.L. conception of the business germinates from their vision which sees it is as a means to
the well being of the investors, stakeholders, employees and members of the society at large by
creating new wealth in the form of goods and service that go to satisfy the wants of all of them
without disturbing or damaging the socio-economic balance of the mother earth and that process
of human civilization leading to peaceful co-existence of all the living beings.

4.6. Strategic Goals & Objectives of Square Textiles Ltd.

The company sets the following objectives for it to achieve:

• To strive hard to optimize profit through conduction of transparent business operations

within the legal and social framework with malice to none and justice for all
• To create more jobs with minimum investments
• To be competitive in the internal as well as external markets
• To maximize export earning with minimum imported in-puts
• To reduce the income gap between top and bottom categories of employees.

Thus the company focuses to pole-star its mission that fulfill the objective with emphasis on the
quality of the product , process and services blended with good – governance that help build the
image of the most enable corporate – citizenship at home and abroad . The company wants to
produce such society friendly goods and services that go to satisfy the wants of all the relevant
party without disturbing or damaging the socio- economic and ecological, balance of the mother
earth and the process of human civilization leading to peaceful co-existence of all the leaving
beings. The company always strives for top quality products at the least cost reaching the lowest
rungs of the economic class of people in the country. The company values its obligation to the
greater society as well as it strives to protect the interests of its shareholders and to ensure
highest return and growth of their assets.

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4.7. Organogram of Square Textiles Ltd.

FIGURE 6: O RGANOGRAM

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4.8. Management Apparatus of Square Textiles Ltd.

Board of Directors
Mr. Samuel S. Chowdhury Chairman
Mrs. Ratna Patra Vice Chairman
Mr. Tapan Chowdhury Managing Director
Mrs. Anita Chowdhury Director
Mr. Anjan Chowdhury Director
Mr. M. Sekander Ali Independent Director
Mr. Syed Afzal Hasan Uddin Independent Director

Management Committee
Mr. Tapan Chowdhury Chairman
Mr. Anjan Chowdhury Member
Mr. Mostaque Ahmed Siddiqui Member
Mr. Md. Kabir Reza Member
Mr. Md. Alamgir Hossain Member

4.9. Corporate Achievement of Square Textiles Ltd.

 Year of Establishment: 1994 (Incorporated as a Public Limited Company)
 Year of Operation: 1997
 Awarded Oeko-Tex Standard 100 Certificate: 2000
 Awarded ISO-9001:2008 Certificate: 2000
 Listing with Dhaka Stock Exchange: 2002
 Listing with Chittagong Stock Exchange: 2002
 Awarded CottonUSA Certificate: 2002
 Awarded SUPIMA License : 2003
 Awarded Global Organic Textiles Standard (GOTS) Certificate : 2007
 Awarded Cotton made in Africa (CmiA) Certificate : 2008
 Awarded USTERIZED Certificate : 2009
 HSBC Export Excellence Award : 2010
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 Awarded "AA" rating in the long term: 2012
 Business Lines : Manufacturing and Marketing of yarn
 Authorized Capital : Tk. 3,000 million
 Paid-up Capital : Tk. 1,344.20 million
 Number of Employees (as on December 31, 2013): 2,044 Persons
 Subsidiary Companies: Square Yarns Ltd.
Square Texcom Ltd.

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 Chapter 5
Organizational Culture of
Square Textiles Ltd.

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 Organizational Culture of “Square Textiles Ltd.”
5.1. The Business Strategy & Perspective of “Square Textiles Ltd.”

Only in few years back textile sector in Bangladesh was left behind but current scenarios is
different. In recent years a mentionable figure of money has been invested in this industry.
Government is also encouraging this sector. Government is making some favorable policies and
minimizing the regulations, so that this sector can be grown up.

Among the domestic companies Square is one of the leading one. The other potential
competitors are Padma Textiles, Shamim Textile etc. Competition will be severe after 2005, that
is, during the post multifiber agreement period. World market will be Quota free at that time. So
Bangladesh will have to compete with countries like Srilanka, China, Pakistan, Vietnam etc.

The target market for products produced in Square Textiles Ltd. and Square Spinning Ltd. is
Export Oriented Readymade Garments Industry. Readymade Garments exporter that is Knit
Fabrics, Sweater and Denim manufacturer. In Bangladesh Beximco Kitting, Grameen Knitwear,
Shasha Denim, Knit Concern etc are the customers. Target market for products produced in
Square Fashion Ltd. is Europe and U.S.A. Square Textiles does not direct sales in overseas
market but sometimes India, Pakistan & other countries take their yarn.

So, Square Textiles became one of the biggest companies in Bangladesh. But, Volatility has long
become a constant in our everyday business. Markets and consumers alike remain uneasy in
these periods of economic uncertainty.

To meet these challenges the formulated Sq.Tx.Ltd. Strategy Number ONE, which aligns the
Sq.Tx.Ltd. with two targets: to be profitable and to enhance long-term value in times of change.
And this applies to technological, structural as well as cultural aspects of the company. Since
2005, they have been implementing various initiatives in keeping with the strategy‘s four pillars:
Growth, Shaping the Future, Profitability and Access to Technologies and Customers.
Their activities will remain firmly focused on the premium segments of the international Textile
& Apparel markets. Sq.Tx.Ltd.‘s mission statement up to the year 2020 is clearly defined: the

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Sq.Tx.Ltd. will be the Largest Leading Provider of Premium Textile & Apparel products and
―One-Stop‖ Source for Quality Product.

Sq.Tx.Ltd. believes in some key factors. These are-

 Customer orientation
Sq.Tx.Ltd customers hold the key to the company's success. The customer is at the heart
of everything they do, and the results of what employees do must be evaluated from the
perspective of benefits for the customer.

 Best Quality
Sq.Tx.Ltd belives in Best Quality. Today‘s Apparel & Job Market became very
competitive. So, Sq.Tx.Ltd always‘s focus on Best Quality on lowest Rate.

 First-class performance
Sq.Tx.Ltd aim is to be the best. Everyone has to set themselves this goal, and this means
that every employee must be willing to deliver first-class performance. They work very
hard to be part of an elite community without being arrogant. After all, the focus is on the
company and its products, nobody else.

 Responsibility
every employee in the Sq.Tx.Ltd bears personal responsibility for the company's success.
This also applies in teams, where each individual must shoulder their share of
responsibility. They are conscious of the fact that they are all working together to achieve
the company's goals. So management also supports each other, in the interests of the
company.

 Effectiveness
The Company is only interested in results that have a long-term impact. During
management assessments, the effectiveness of the performance on the results is what
counts.

 Adaptability
to be successful in the long term, management need to adapt quickly and flexibly to new

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 challenges. Sq.Tx.Ltd therefore regard change as an opportunity, and the ability to
change as essential for being able to use this opportunity.

 Dissent
In the global battle for the best solution, everyone needs to express their dissent openly.
The solutions that are produced are implemented consistently by everyone involved.

 Respect, trust, fairness

Sq.Tx.Ltd treat each other with respect. Management based on mutual trust, trust based
on accountability and fairness.

 Employees
People are what make companies. Employees are our most powerful success factor. This
is why personnel decisions are among the most important ones.

 Acting as role model

every manager acts as a role model.

 Sustainability
For Sq.Tx.Ltd, sustainability means making a permanently positive contribution to the
company's economic success. It is on this basis that they discharge on ecological and
social responsibilities. They obey strongly CSR.

 Society
For Sq.Tx.Ltd, taking on societal responsibility is inseparable from our understanding of
us as a company.

 Independence
The Sq.Tx.Ltd entrepreneurial independence is ensured through long-term, profitable
growth.

 Working together as a team

Sq.Tx.Ltd wants to constantly motivate one another to be better and to offer even better
products. This can only be achieved with a strong team spirit. Critical reflection and self-
critical development are only possible within the security of a functioning team. Because

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 employees treat each other with respect and esteem, their employees share a strong
feeling of community - the crucial condition for success. Satisfied and motivated
employees are an inestimably valuable competitive advantage for Company‘s‘ growth.

 Equal opportunities and diversity

For Sq.Tx.Ltd, it goes without saying that each employee is treated equally, regardless of
their background, age or gender, and is given the same opportunities. Within the
Sq.Tx.Ltd Group, they are particularly aiming for a mixed age structure and to have more
women in managerial roles. For this latter objective, management has set themselves
specific targets: by the year 2020, they are aiming to increase the number of women in
managerial positions from its current figure of 11 to at least 15 per cent. They are also
supporting the integration of individuals with disabilities.

5.2. Growth Perspective of Square Textiles Ltd.

 Professional growth: Capital Solutions learning culture

Employee personal and professional development is the key to our overall success. The
most important asset remains is valued employees. Online, classroom and one-on-one,
joining Sq.Tx.Ltd. means joining a culture of continuous learning, where you have the
opportunity to reinvent yourself.

 Development, training and leadership development: A Capital Solutions priority

Sq.Tx.Ltd.‘s talented team of professionals is the cornerstone of its continuing success.

It‘s a powerful mix of individual talents and collective experiences that powers our
growth. As a Global Employer of Choice, Capital Solutions embraces the significance of
employee training and development. We strongly support Sq.Tx.Ltd. training and
development efforts complemented with an impressive mix of Capital Solutions
programs and development tools to discover your potential…your future. There are many
Sq.Tx.Ltd. and Capital Solutions resources, training and development programs available
to strengthen your overall development.

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  Global Organizational & Leadership Development (GOLD)

GOLD's vision is to help Capital Solutions exceed its business objectives by driving
performance through continuous learning and development. GOLD strives to lead
effective change management in the areas of coaching managers, identifying training
needs, conflict management, team building, acquisitions integration and facilitating
"Voice of the Employee" improvements. GOLD is able to realize its vision because of
our people. The GOLD Team is a group of energetic, passionate people who want to
"steer" you on your road to success through the gateway of continuous learning and
development experiences! The GOLD Team offers a robust curriculum for continuing
growth.

5.3. Model of Leadership at Square Textiles Ltd.

Sq.Tx.Ltd. views its leaders as an extension of HR with the capacity to communicate how each
employee fits within the overall business strategy. A leader must: create a culture of compliance
in which employees understand their responsibilities and feel comfortable raising concerns
without fear of retaliation; encourage ethical conduct and compliance with the law by personally
leading compliance efforts; consider compliance efforts when evaluating and rewarding
employees; and ensure that employees understand that business results are never more important
than ethical conduct and compliance with Sq.Tx.Ltd. policy.

5.4. Organizational Culture of Square Textiles Ltd.

Much of Sq.Tx.Ltd.‘s success has derived from cultivating the concept of an entrepreneurial
culture. They have adopted the idea to provide a place where workers feel connected, feel more
like a family, and where work is more of to a lifestyle. ―From the moment they set foot inside the
company, associates experience a sense of place, history, and mission‖. The conversation and
communication can be formal, but it is often informal. Decisions are made and ideas are voiced
from all members of the team to come up with a great product. Their employees work side by
side and are treated equally. Sq.Tx.Ltd.‘s as a company is based on commitment of their workers
and less hierarchical barriers. They believe a hierarchical structure gets in the way of innovation.

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5.5. Working Environment of Square Textiles Ltd.

Employees‘ performance can only flourish in a sound work environment.

That is why Sq.Tx.Ltd. is committed to supporting its leadership culture through systems and
policies that foster open communication, maintain employee and partner privacy, and assure
employee health and safety.

 Operating with Integrity

The way they deliver results is as important as the results themselves. Sq.Tx.Ltd seeks to lead in
workplace and marketplace integrity by respecting the human rights of everyone touched by our
business, and by enforcing legal and financial compliance.

 Work and Life Balance

Naturally, the passion that our people bring to their work extends to their own private worlds,
and Sq.Tx.Ltd is committed to enabling a healthy balance between the two. Sq.Tx.Ltd
encourages our people to meet their work commitments while balancing their own life
responsibilities. To support this balance, flexible work arrangements are an integral part of the
way they conduct business. The Company also offers many programs and resources to support
employees including financial management, family counseling and more.

 Quality of work life

Sq.Tx.Ltd assures complete support to all its employees on both professional and personal fronts.
Apart from creating a friendly and stimulating work environment, Sq.Tx.Ltd also extends
support to its employees in their domestic lives.
 Transparent Work Culture

A transparent work environment can serve as one of the primary triggers to facilitate
accountability, trust, communication, responsibility, pride and so on. It is believed that in a
transparent work culture employees rigorously communicate with their peers and exchange ideas
and thoughts before they are finally matured in to full-blown concepts. It induces responsibility
among employees and accountability towards other peers, which gradually builds up trust and
pride. Employees comprise the most vital assets of the company. In a work place where
employees are not able to use their full potential and not heard and valued, they are likely to
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leave because of stress and frustration. In a transparent environment while employees get a sense
of achievement and belongingness from a healthy work environment, the company is benefited
with a stronger, reliable work-force harboring bright new ideas for its growth.

5.6. Analysis of High Job Satisfaction of Employess at Square Textiles Ltd.

Employees derive high job satisfaction at Sq.Tx.Ltd. because of their characteristics for high
achievements. Sq.Tx.Ltd. looks for certain qualities in its candidates to make sure they can
handle the lifestyle and culture of the company. Having employees that want to experience high
achievement are chosen. Characteristics that the company is looking for in a person are, the
ability to set and achieves their own goals and wants with frequent coaching for improvement.
Giving feedback motivates their employees, as well as letting them know the dos and don‘ts of
the organization. Using these characteristics, an employees of Sq.Tx.Ltd.. feels satisfaction and
belonging, causing them to be able to make effective decisions for the company. Taking
responsibility for failure or success from their own decisions is well accepted. They also achieve
job satisfaction from receiving financial incentives. Being able to get a bonus at the end of the
year for meeting financial and productivity goals, satisfies the workers. They feel they have done
the job to meet manager's expectations and they feel that they deserve to be rewarded. When the
employees are satisfied they are willing to make career decisions that may require them to work
harder because they know that they will be given incentives.

5.7. Services Provided by “Square Textiles Ltd.” to Employees

 Employee Programs

Committed to building stronger Square Textiles Ltd communities and strengthening

education and human services, the Square Textiles Ltd Foundation supports various
employee programs to encourage personal philanthropy. Empowering participants to help
shape and direct our giving in their communities, we can support local organizations that
address the greatest needs and highest priorities.

 United Way
Square Textiles Ltd‘s partnership with the United Way goes beyond employee campaigns
and financial contributions.

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  Square Textiles Ltd. star scholarships for children of employees

Each year hundreds of children of Square Textiles Ltd employees and retirees receive
scholarship support from the Square Textiles Ltd Foundation through a highly
competitive selection process.

 Parenting assistance

The company assures complete assistance in childcare and adoption processes. It extends
financial support for the education of the children and also provides parents with the
confidential and expert counseling in raising the child and balancing work and family.

 Elder care assistance

The company helps employees find resources foe home safety and making living
arrangement for dependents. It even helps employees develop their own retirement plan.

 Financial assistance
Square Textiles Ltd. Provides resources and information in the areas like budgeting,
saving, investment plan, buying home etc.

 Legal advice

It assists in providing legal resources for sorting out problems regarding family, law,
immigration, tenant‘s right etc.

 Work advice

Square Textiles Ltd. Supports employees with expert advice on issues like handling
stress, managing relationships and dealing with change.

5.8. Benefits of Square Textiles Ltd.

Employee benefits & services were formerly known as fringe benefits and these benefits were
primarily the in-kind payments employees receive in addition to payments in the form of money.
In addition to paying employees fairly and adequately for their contributions in the performance

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of their jobs, organizations assume a social obligation for the welfare of employees and their
dependents.

Employees benefits are usually inherent components of the non-compensation system are made
available to employees that provide:

 Protection in case of health & accident

 Income upon retirement & termination

These benefits are components that contribute to the welfare of the employee by filling some
kind of demand.

 Social Security

Social security benefits include the general benefits like unemployment insurance &
benefits, old age insurance, and Medicare facilities.

 Workers’ Compensation

Worker‘s compensation includes the compensation when an employee becomes injured

or disable due to extreme working conditions or while working at the job site.

 Family & Medical Leave

Family leave includes the compensation continuation during the family leave such as
maternity or paternity leave and other family leave.

 Old age, Survivor, Disability Insurance requirements for getting compensation

– Earn 40 quarters of credit, or
– Be employed for 10 years
– Be age 62 for partial benefits
– Be age 65 for full benefits
– Now the age has been extended to age 67 because more and more workers are retiring

38 | P a g e
 late.
– Widow aged 60 +
 Medicare

Depends on the country‘s policy, Medicare facilities are generally government services to
citizens. Organizations add some value to Medicare facilities. In some countries
Medicare is financed together by employees‘ tax, employers and the government.

Provided insurance coverage for

– Hospitalization - Covers inpatient & outpatient hospital care & services.
– Major Doctor bills – Charges of visiting a doctor or specialist.
– Prescription drug costs.
– Provides unlimited in-home care in certain situations.

 Workers’ Compensation

Workers‘ compensation is a legally required benefit is included in the compulsory

disability laws of many countries. Mostly, employer is seen liable regardless of the fault.

 Objectives of Workers‘ compensation:

– Provide income & medical benefits
– Reduce litigation
– Eliminate legal fees & time
– Encourage employer safety
– Promote accident study & avoidance
 Workers‘ compensation claims
– Injury
– Occupational disease
– Death
 Workers‘ compensation benefits
– Medical services
– Disability income
– Death benefits

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  Discretionary Benefits

Discretionary benefits are judgment based benefits that the organization provides to its
employees. These benefits are not legally required benefits but enhance organizational
culture and corporate image.

 Benefits include:
– Protection programs
– Pay for time not worked
– Other services

 Pay for time not worked

 Holidays
 Vacations
 Funeral leave
 Marriage leave
 Sick leave
 Stress leave
 Blood donation or welfare work
 Personal leave
 Sabbatical leave/ For Muslims, leave after death
 Other religious leaves such as pilgrimage or preaching

5.9. Drivers of Square Textiles Ltd.’s Success

 The ability to select from among the best practices available the ones most relevant to its
immediate (2-6 year time horizon) needs,
 The ability to flawlessly implement these practices,
 Most important - the ability to periodically change its formula of management practices as
new needs emerge - adopting new practices, ruthlessly discarding the old formulas for
success before they led to weakened performance.
 Sq.Tx.Ltd. knows better than most every company in the world how to manage the life
cycle of a business idea: put it in place, exploit it, and then abandon it.

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 Sq.Tx.Ltd.‘s operating system, referred to as its ‗learning culture in action‘, entails year-
round learning sessions where leaders from Sq.Tx.Ltd. and outside companies share
intellectual capital and focus on generating the best ideas and practices. Conversations about
developing talent and reaching business objectives are side-by-side so there is a continuous
link.
 Sq.Tx.Ltd. is very critical on their intake of talent and participates in behavioral skills
interviewing in order to predict behaviors moving forward, specifically looking at how
experiences people have had can translate back into Sq.Tx.Ltd..
 Sq.Tx.Ltd. also offers intensive management training outside of its facilities through
leadership programs that maintain a curriculum for Sq.Tx.Ltd.‘s highest performing
employees. Beyond its sophisticated development system, its leaders are groomed with
depth and substance through simple and natural approaches such as consistent ongoing
dialogue and ingrained corporate values paired with various assignments for on-the-job
development.

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 Chapter 6
Analysis & Findings

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 Analysis & Findings
The researcher suggests that there are seven primary characteristics that, in aggregate capture the
essence of an organization culture:

 Innovation and risk taking.

 Attention to detail.
 Outcome orientation.
 People orientation.
 Team orientation.
 Aggressiveness.
 Stability.
6.1. Analysis

Information analysis has divided into two categories.

 Characteristics of organizational culture.

 Job satisfaction
6.2. Interpretation

We have conducted a research on The Impact of Organizational Culture on Employee

Satisfaction and Productivity. We have chosen two variables for the research; one is independent
variable (Organizational Culture) and another one is dependent variable (Employee Satisfaction
and Productivity). We had to survey and analyze on the response of the respondent (no of
respondent 20) against 32 questions of the some randomly selected different professionals to
reach a conclusion. We have asked two types of questions (active and passive) of two
dimensional (negative and positive). The response was varied respondent to respondent because
of different perception or the different organizational culture/settings. Here the correlation
between Organizational Culture, Employee Satisfaction and Productivity is positive. The
correlation is 0.27 which indicates a positive correlation between them. This explains that when
the Organizational Culture improves the Employee Satisfaction and Productivity increases. The
correlation is 0.27 indicate that the employee satisfaction and productivity is less than average.

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6.3. Additional Findings

The organizational culture is favorable to the employees.

 Interpersonal relationship of the organization is nice except some rare cases.

 Employees get assurance in terms of their career from the employer and the company
 Company believe in the participative decision making process.
 The employee turnover rate is low in higher level and moderate rate in lower level.
 The employees have some tendencies to think about their personal interest.
 They are risk averse
 They are not so much innovative
 They emphasize the present outcome more than the future.
 They always try to perform the emergency jobs than important jobs.
 The organizational culture creates some barriers in a dynamic business condition.

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Chapter 7
Conclusion

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 Conclusion
We have overviewed on the definition of organizational culture, organizational culture,
analyzing organizational culture, organizational culture profile, type of organizational culture,
elements of organization culture, healthy organizational culture, organizational culture
questionnaire, what is a healthy organizational culture?, organizational culture perspective,
definition of socialization organizational culture, organizational culture change, sample
organizational culture, organizational culture and leadership, organizational culture
transformation, organizational culture survey organizational culture analysis, effects of
organizational culture, organizational culture & organizational structure, organizational culture
profile, culture and organizational behavior, organizational culture journal, implications of
organizational structure culture, analyze the organizational culture. Culture helps the
organization to accomplish what it desires to achieve. The corporate culture as a management
programmed has great motivating impact to motivate employees to improve their own and
organizational performance. According to our survey in Square Textiles Ltd., we find positive
correlation means good Organizational Culture ensure Employee Satisfaction and Productivity.

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 Chapter 8
Recommendation

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 Recommendation

We have found out some significant problems that are availed in the organizational settings that
hampered the satisfaction directly and indirectly of the employees. We have some suggestions to
improve the working conditions of the organizations:

 Company has to provide training to the employees to realize the importance of the
common objectives of the organizations.
 Company has to encourage the employees to think about the organizational interest along
with their personal interest.
 Company has to inspire the employees to be risk lover.
 Company has to arouse the employees to be innovative.
 Company has to encourage the employees to emphasize more about the future than
present outcome.
 Company has to encourage the employees to emphasize to try to perform the important
jobs than emergency jobs.
 Company has to encourage the employees to improve the organizational culture creates in
a dynamic business condition.

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Chapter 9
Reference

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 References
1. Schein, Edgar, Organizational culture and Leadership, Jossey Bass , A Wiley Imprint.
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