See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/342091291

Effective Team Building in Relation to Organizational Culture and

Organizational Climate in Banking Sector: An Inter-Co relational Analysis

Article in Prestige International Journal of Management & IT - Sanchayan · December 2012

DOI: 10.37922/PIJMIT.2012.V01i01.003

CITATIONS READS

2 744

2 authors, including:

Rajesh S Pyngavil
Rajadhani Business School
3 PUBLICATIONS 2 CITATIONS

SEE PROFILE

All content following this page was uploaded by Rajesh S Pyngavil on 16 April 2021.

The user has requested enhancement of the downloaded file.

Prestige International Journal of Management & IT- Sanchayan,
Vol. 1(1), 2012, pp. 52-66. ISSN: 2277-1689 (Print)

Effective Team Building In Relation To Organizational

Culture and Organizational Climate in Banking Sector: An
Inter-Correlation Analysis
Dr M. L. Gupta
Professor, Department of Applied Sciences,
PEC University of Technology, Chandigargh, E Mail: mlg_37@yahoo.co.in

Rajesh S. Pyngavil
Associate Professor (HR), Gitarattan International Business School,
Rohini, Delhi & Research Scholar, PEC University of Technology, Chandigargh,
E Mail: rajeshspyngavil@gmail.com

ABSTRACT
Organizations are undergoing sea changes over the last decades as they step into
the new digital world through the roads of globalization, privatization and
modernization. Rapid advances in telecommunication networks have heralded a
24x7 Culture that emphasizes only on productivity. The work Climate too is
important as people are no longer wedded to the organization and are searching
for better opportunities. Thus Organizational Culture and Organizational Climate
represent the underlying philosophy and summary perceptions of members of any
organization respectively. Organizations differ in their customs, traditions, in what
is valued, their ideas, functions and how they operate. We might find it hard to
make differences between organizations as we may be descriptive or evaluative in
approach. Thus, there are organizational characteristics that help in
understanding the organizations which exert strong influences on the
organizational members, performance and overall effectiveness. Organizational
Culture and Organizational Climate are important among them. The present study
has been undertaken with the view to examine Effective Team building,
Organizational Culture and Organizational Climate of SBI and ICICI bank and also
to determine the relationship of Organizational Culture and Organizational
Climate with Effective Team building. Thus the study attempts to establish the
importance of Organizational Development (OD) in the Service sector.

Key Words: Team Building, Organizational Culture, Organizational Climate,

Organizational development, Service Sector

INTRODUCTION
The global economy is creating new markets, unprecedented opportunities, and
endless sources of competition. Organizations are changing at a fast pace in order
to meet the growing list of challenges thrown open to them. We all know that
each and every organization has its own characteristic culture and climate which
determines its productivity as well as efficiency. The crux of all this is that human
resource is the major fuel for running any organization which in turn determines
the culture and climate of the organization.

52
Effective Team Building in relation to Org. Culture

The research studies reveal that in spite of best efforts by researchers trying to
explore the link between the three variables, that of Organizational Culture,
Organizational Climate and Effective Team Building, there exists a gap as to
determine the relationship between Organizational Culture and Climate with
Effective Team Building respectively and also regarding comparison of the types
of Culture and Climate prevalent in public/private organizations and what are its
implications especially regarding service organizations. Thus the study has been
taken up so as to find solutions to problems that of, how Team building can be an
effective OD intervention to develop better work culture and climate and address
the void that exists as identified in literature reviews and research findings and
help in adding to the existing corpus of knowledge.

Organizational development is an effort planned organization wide and managed

from the top to increase organizational effectiveness and health through planned
interventions in the organization’s processes using behavioural science
knowledge. Thus, OD marked the movement of the social and behavioural
sciences out of the confines of the academia and into the forefront of the task of
dealing with the human aspects of social collectivities, particularly organizations
and other formal groups. This would later enhance organizational effectiveness
as well as individual effectiveness. In today’s environment where changes are
rapid and inevitable, learning is no more a mere desirable luxury, rather, it is has
become a fervent necessity. OD is aiming to assist the organization to be able to
adapt to the changes using behavioural science skills and techniques for
improving organization management skills and strategies; and in turn to also
allow for organizational productivity. OD has several aspects and dimensions.

Effective Team Building

A team is a group in which the individuals have a common aim and in which the
jobs and skill of each member fit in with those of others, as—to a very mechanical
and static analogy—in a jigsaw puzzle pieces fit together without distortion and
together produce some overall patterns’. Thus, the two strands in this
definition—a common task and complementary contributions—are essential to a
team. An effective team may be defined as that which achieves its aim in the
most efficient way and then is ready to take on more challenges if so required.
Simply stated, a team is a group of people working together towards a common
goal. A team is a collection of individuals with interdependent roles working for
some goals which are also congruent with the individual goals. A team has several
characteristics. To name a few—the members of a team are interdependent,
have common goals, each member has a distinct role to play, each of their role is
indispensable for the team, and there is congruence between individual and team
goals.

Team Building is a process of building a team i.e. one that performs well together.
In recent years, team building has become one of the most popular and widely
used interventions for improving the management of industrial and government
organization. Most commonly team building has been used for enabling
managers who either work together or are in some way organizationally related
to cooperate and share skills and knowledge so that their work is completed

53
 Pres. Int. Journal of Management & IT- Sanchayan

more effectively and efficiently. The cognitive learning provides a roadmap for
Organizational Development through team building.

Organizational Culture
Culture is defined as the cumulated beliefs, values and assumptions underlying
transaction with nature and important phenomenon. Culture is reflected in the
artifacts, rituals, design of space, furniture and ways of dealing with various
phenomena. Thus, various terms are used in the context of organizational culture
like values, ethics, beliefs, ethos, climate, environment and culture. Ethics refer to
normative aspects as to what is socially desirable. Values, beliefs, attitudes and
norms are interrelated. Interaction between beliefs and values results in attitude
formation which in turn produces norms. When these get institutionalized or get
integrated, we have a social phenomenon. Culture is reflected in the ways
adopted to deal with the basic phenomenon.

Organizational culture is, “a pattern of basic assumptions – invented, discovered

or developed by a given group as it learns to cope with its problems of external
adaptation and internal integration, that have worked well enough to be
considered valid and therefore to be taught to new members as the correct way
to perceive, think and feel in relation to those problems”. In general, it is clear
that culture both prescribes and proscribes individual behavior in organization.

Organizational Culture has powerful consequences in terms of influence on

individual, group behavior and overall organizational performance. A wise, top
management group will periodically examine the culture of its organization to
assess its functionality and dysfunctional in terms of present and future
challenges and opportunities.

Organizational Climate
Climate can be defined as the perceived attributes of an organization and its
subsystems as reflected in the way an organization deals with its members,
groups and issues. The emphasis is on perceived attributes and the working of
subsystems. Organizational climate reflects the summary perceptions held by
organizational members towards their organization. It represents a conceptually
integrated synthesis of organizational characteristics and depends on the
perceptions of the organizational members about different dimensions of the
organization. It influences behavior of individuals in the organization and plays a
very significant role in attainment of organizational goals. Thus Organizational
Climate is a leading indicator of Organizational achievement.

Thus, Organizational Climate generally represents the psychological state that is

strongly affected by organizational conditions like structures, systems and
managerial behavior. It is basically the perception of how things exist in the
organizational environment that is composed of several dimensions which in turn
will depend upon the kind of organization. It is, thus, the manifestation of the
attitudes of organizational members towards organization itself. Thus,
organizations try to keep people who best fit their climate, organizational
climate.

54
Effective Team Building in relation to Org. Culture

Organizational Climate is a system of subtle and pervasive interpersonal affective

relationships. Climate is used in the organization context , consists of a total
affective system of the human group including feelings of attitude towards the
system ,subsystems, super-ordinate system and other systems of the persons,
tasks, procedures and conceptualizations. Climate, thus, refers to the
relationships in any situation as the people in that particular situation experience
these.

Organizational Climate is a useful tool for understanding the complexities of the

organizations. It may be thought of as a summary perception that people have
regarding the organization and is a manifestation of the attitudes of the
organizational members itself. Research on the same theme and its various
determinants is important for enhancing organizational effectiveness.

Definition of Key Terms

Effective Team Building is a planned, systematic process designed to improve the
collaborative efforts of people who must work together to the achieve goals. It is
a process aimed at improving the ways in which work groups function by
improving group processes or organizational systems and structures so as to be
enable them to deliver quality and results.

Organizational Culture represents total values, myths, beliefs, assumptions, arts,

scholarship, relationship and norms of individuals, groups and their functions. It is
the accepted ways of doing things within an organization. In an organization,
Culture is demonstrated by its management style, including the degree of
autocracy or participation practiced and the expectations of employees.

Organizational Climate is the pattern of social interaction that characterizes an

organization. Climate is used in the organization context, consists of a total
affective system of the human group in the Organizational context including
feelings of attitude towards the system including persons, tasks, procedures and
conceptualizations. It is the atmosphere created by the prevalent management
style and the way in which and quality of Team work, degree of commitment,
effective communication and level of trust and confidence between the heads
and the subordinates.

LITERATURE REVIEW
Biswas (2010) made an attempt to study the relationship between psychological
climate and turnover intentions and its impact on organizational effectiveness
with respect to manufacturing and service sector organizations. The sample
consists of 357 participants which comprises of senior level, middle level and
junior level executives. The results established that psychological climate
comprised of six factors, namely, supportive management, role clarity,
contribution, recognition, self expression and challenge is statistically significant
predictor of organizational effectiveness and that job satisfaction and job
involvement are important mediators in transmitting their influence of the
predictor variables to the criterion variables. Nirupama and Rana S (2010)
conducted a study on 200 managers for assessing the relationship between
management style and organizational climate in public sector organization. Two

55
 Pres. Int. Journal of Management & IT- Sanchayan

units were for the purpose of the study. The study reported that there is a
significant correlation between management style and organizational climate on
various dimensions. The various dimensions are of management style got studied
are rescuing, normative, perspective, problem solving, task obsessive, bohemian,
conformation, aggressive, resilient and sulking. The various dimensions of
organizational climate are results, rewards, interpersonal relations, organizational
process, clarity of roles and altruistic behavior. Findings of the study stated that
rescuing and prescriptive dimensions of management style were negatively
related to results, rewards and interpersonal relations and organizational climate.
Findings suggest that managers with rescuer tendencies develop proper rules and
regulations are less concerned with results, rewards and interpersonal relations
and procedures. Kathirvel N (2010) conducted a research study with special
reference to engineering industries in Coimbatore, Tamil Nadu to study the
organizational climate using seven dimensions: environment, team work,
management effectiveness, involvement, reward and recognition, competency
and commitment. The study revealed that organizational climate may affect
quality of service and employee’s commitment and involvement towards the
organization.

Giri, Vijai N and Kumar Pavan (2007) studied the relationship between
organizational commitment, organizational climate and job satisfaction among
380 junior, middle and senior management level employees across the country.
The study divulged that a positive correlation existed among job satisfaction,
organizational climate and organizational commitment. They concluded that job
satisfaction, along with organizational climate, plays a vital role in retaining the
employees by enhancing their commitment towards organization

Srivastav K Avinash (2007) made an attempt to study the relationship of

achievement climate with role stress and coping strategy variables in selected
departments of two large multi unit, multi location telecommunication
manufacturing industries in the public and private sector with a total sample size
of 453 respondents. The research indicated that individual and organizational
resistance to change is stronger in the public sector organization. The study
further stated that individuals with strong achievement needs react positively
when they are responsible of challenging but achievable goals and when their
innovative entrepreneurial behaviors are rightly rewarded. Thus individual need
for achievement and organizational climate are significant determinants of
individual performance in an organization.

Kundu K (2007) made an effort in his article to with an aim develop a conceptual
framework of organizational climate. He revived significant research works in this
area by eminent researchers. All the earlier studies on Organizational climate can
be broadly classified under three principal approaches – MMOAA (Multiple
measurement-organizational attribute approach), PMOAA (Perceptual
measurement-organizational attribute approach and PMIAA (Perceptual
measurement-individual attribute approach). The first approach essentially
emphasize on organizational model, taxonomy, context, and structure. The
second approach, PMOAA considers OC as a set of attributes and delves into the
question how the organization deals with its members’ perceptions. The third

56
Effective Team Building in relation to Org. Culture

and the last approach (PMIAA) basically enquire into the individual perceptions
on the organizational environment. The dimensions for Organizational Climate
have been evolved from various researches under the three approaches. Basically
the Climate can be divided into two parts: i) Organizational Climate - from
organizational viewpoint and ii) Psychological Climate- from individual viewpoint.
Finally the authored stated the concept of “Collective Climate” which share
individual perceptions of work environment and also considers the influences like
technology, demographics, etc. The strategic context of Collective Climate is
found to be one of the most effective models for diagnosing Organizational
Climate.

Lahiri, Shikha and Saxena, Manjul (2006) conducted a study to develop a special
instrument for studying the organizational climate of polytechnics/engineering
colleges found out that there is high positive correlation (0.92) between
leadership and overall climate. They also found a high correlation (0.96) between
planning culture of the organization, work commitment and the over all climate.
Another significant finding was work environment and leadership (0.85) and
planning culture and work commitment (0.88) exhibit high positive correlation.

Ahlawat Praveen and Thakur K Praveen (2007) in their study to find out Teacher’s
Job Satisfaction with respect to Organizational Climate with Special Reference to
Private Professional Colleges in Western Haryana found that organizational
climate plays a key and vital role in enhancing job satisfaction among teachers. To
specify this, the correlation analysis reveals that a high positive correlation
among organizational climate and job satisfaction exists. They further found that
conducive and employee favorable organizational climate enhances job
satisfaction and it predict job satisfaction

Yorks and Sauquet (2003) conducted a study to understand team culture and
learning behavior among randomly selected professionals. The study was based
on the competency perspective on leadership in a sample of 249 respondents in
which 140 belonged to leaders from old economy organizations (traditional
manufacturing organizations) and 109 from new economy organizations
(companies belonging to IT, pharmaceuticals, media and entertainment). The
study declared that the following competencies are required for a professional to
be a good team member such as customer orientation, technology adoption,
speed in decision making, innovative & creative thinking, external awareness,
team building, ability to learn, initiative and ability to take risk. Surprisingly the
study revealed that integrity is not in list of first ten competences for the new
economy organization even though it place second in the old economy
organization.

RESEARCH METHODOLOGY & DESIGN

OBJECTIVES OF THE STUDY

 To study the Effectiveness of team building in service industry with
specific reference to banking sector
 To study the nature of organizational culture in service industry with
specific reference to banking sector

57
 Pres. Int. Journal of Management & IT- Sanchayan

 To examine the nature of organizational climate in the service industry in

service industry with specific reference to banking sector
 To determine the relationship between organizational culture and
effective team Building.
 To determine the relationship between organizational climate and
effective team Building

HYPOTHESES
Null hypotheses are used for testing. It is the statement that no difference exists
between the parameter and statistics being compared to it.
 H01 - There is no difference between the Organizational Climate of SBI
and ICICI.
 H02 - There is no difference between the Organizational Culture and
Team Effectiveness of SBI and ICICI.
 H03 - There is a no relationship between Organizational Culture and
Effective Team Building.
 H04 - There is a no relationship between Organizational Climate and
Effective Team Building.

SIGNIFICANCE OF THE STUDY

Organizational Culture and Climate reflect the underlying philosophy and
summary perceptions of members in an organization and thus have direct impact
on Organizational performance. It is seen that strong Organizational Culture
coupled with favorable climate, motivates the employees and provides them a
better work culture and environment to achieve individual and Organizational
goals. Team building is an important intervention for Organizational
Development. Effectiveness of the individuals as well as the whole organization
depends on the effectiveness of various Team functioning. Thus Team
effectiveness deserves a great deal of attention in the competition that
organizations are facing today. To study how far this intervention influences the
above mentioned variables is important, as then it can be a well adopted strategy
for Organizational effectiveness.

METHOD USED
The present study employs Descriptive Research method. It is commonly used in
research to study the present or prevailing conditions and phenomenon. Thus the
purpose of this type of research is to ascertain the normal conditions of practice,
at present, to test the hypotheses. The three variables- Organizational Culture,
Organizational Climate and Effective Team Building were juxtaposed between the
SBI and ICICI bank.
Population
In the present study, the population consists of all the employees of ICICI bank
and SBI bank in Delhi, from where the sample is drawn.

Sample and Sampling Technique

58
Effective Team Building in relation to Org. Culture

The study is limited to the Service industry in the region of Delhi wherein two
banks. SBI and ICICI were selected for study by employing Purposive sampling
method where the sample elements were drawn from the five branches of SBI
and ICICI in Delhi.

Five departments each from SBI and ICICI were selected on the basis of similarity
of services offered were selected for study. Ten employees’ from each of the ten
departments were contacted for carrying out the field study and collection of
data on incidental basis. The total sample for the present study included 100
employees of SBI and ICICI.

The basic similarities between them include their Organizational structure,

services offered, the administrative functions, their roles in service industry and
departmental configurations however the management styles, system
procedures, financial aids and objectives differ.

Tools for Data Collection

For the purpose of conducting the research study, following standardized Human
Resource Development Instruments (HRD) were used to measure the
Organizational Culture, Organizational Climate and Effective Team Building.

1. Organizational Culture Profile (OCP) by Udai Pareek dealing with the

following eight parameters/dimensions: values, rooms and furniture, beliefs,
leadership, rituals in meeting, primacy, communication and collaboration.
There are eight sets having four Statements each, thus in total 32 Statements
broadly under the above eight categories. Each of the four Statements under
one set is to be ranked from 1- 4 by the respondent.

2. Organizational Climate Inventory (OCI) measures the following 7

dimensions- environment, team work, management effectiveness,
involvement, reward & recognition, competency, commitment, There are 56
items which are to be rated by the respondent on a five point rating scale
ranging from 1 – 5.

3. Team Effectiveness Scale (TES) by Udai Pareek measures 30 parameters

which include – mutual trust, communication, recognition of each other’s
strengths, taking responsibilities, goal of the Team, utilizing available human
resources, handling conflicts, leadership, conformity demanded, decision process,
external linkages, tolerance of disagreement, Team assessment, work
assignment, Team member satisfaction, mutual support, active listening,
temperament of Team members, encouraging involvement and participation of
members, Team Climate, attitude of members, technical /managerial/ academic
expertise, commitment of Team members for action, credit or reward in the
organization given to Team, collaboration, Team cohesion, creativity, individual
functionality, Team output and problem solving. There are 30 items and each
have is to be rated on a five point rating scale ranging from 1-5.

Administration of the Tool for Data Collection

59
 Pres. Int. Journal of Management & IT- Sanchayan

The instruments, three in number, that of Team Effectiveness, Organizational

Culture and Organizational Climate were distributed to employees in the five
departments each of SBI and ICICI respectively. With the cooperation of all the
employees, the data collection process was made feasible by the various
departments.

Scoring

After the administration of the questionnaires and final collection of data, scoring
of items was done as per instructions stated in the three questionnaires.

DATA ANALYSIS AND INTERPRETATION

It is to be recalled that the principal objectives of the present study was to study
the Organizational Culture, Organizational Climate and Effective Team Building in
SBI and ICICI Bank of Delhi. A comparative study was carried out regarding the
variables Organizational Culture and Organizational Climate of SBI and ICICI Bank
respectively. Scoring was done for the above mentioned variables and z – test
was employed for the same. Karl Pearson’s Correlation Analysis was applied to
study the interrelationship of Organizational Culture and Organizational Climate
with Effective Team Building respectively. Regression Analysis also done to
investigate whether the team building mediates the relationship of organizational
culture and organizational climate

TABLE 1 - Mean scores of Organizational Culture, Organizational Climate and

Team Effectiveness for SBI and ICICI Bank
Bank Organizational Culture Organizational Team
Autocratic Bureaucratic Technocratic Entrepreneurial Total Climate Effectiveness
SBI 18.14 15.96 21.44 22.22 78.4 201.44 74.7
ICICI 21.98 22.52 16.12 17.76 77.9 218.74 77.19

Results reveal that SBI is characterized by Bureaucratic Culture (dominant

Culture) and Autocratic Culture (subordinate Culture) as per scores, 15.96 and
18.14 respectively while Technocratic Culture is the dominant culture type of
ICICI Bank, Entrepreneurial Culture is the subordinate culture type with scores
22.12 and 17.76 respectively. This clearly indicates the difference in the
Organizational Cultures of SBI and ICICI Bank.

On comparing the mean scores of Organizational Climate of SBI and ICICI Bank of
201.44 and 218.74 respectively, it was observed that ICICI Bank had more
favorable Organizational Climate than SBI Bank. The Climate measurements are
self indicative of the fact that ICICI Bank are having a slightly better working
Climate than the SBI Bank studied.

Similarly the Mean scores of Team Effectiveness for SBI and ICICI Bank are 74.7
and 77.19 respectively. This clearly indicates that Team effectiveness of ICICI
Bank is higher than that of SBI Bank as the mean scores reflect very high Team
effectiveness for ICICI Bank and high for SBI Bank. Each of the two Banks differs in
Organizational Culture, Climate as well as Team Effectiveness.

60
Effective Team Building in relation to Org. Culture

TABLE 2: Mean, SD and z -values for Organizational Culture and Organizational

Climate of SBI and ICICI Bank
SBI ICICI
VARIABLES MEAN SD MEAN SD Z - VALUE
Organizational Culture 78.14 3.35 77.9 3.8 3.92**
Organizational Climate 202.9 51.94 222.78 31.86 16.56**
** p > .01

Z – Values (significance of the difference between the two sample means or

statistical test, t- test) of the two Banks, SBI and ICICI were found to be 3.92 and
16.56 respectively which were significant at 0.01 levels. We hypothesized that
there is a significant difference between Organizational Culture of SBI and ICICI
Bank, z – value of 3.92 is indicative of the above mentioned fact. On the other
hand, it was hypothesized that the Organizational Climate of SBI and ICICI Bank
will be significantly different and the results have proved that as z – value is
16.56, significant at 0.01 level of significance. Thus the hypothesis has been
proved true which leads to conclusion that there is significant difference in the
Organizational Climate of SBI and ICICI Bank.

TABLE 3: Correlation Analysis (Total Sample SBI and ICICI) N = 100

Variable Team Building Organizational Culture Organizational Climate
Team Building 1 -- --
Organizational Culture .3549* 1 --
Organizational Climate .3108* .3323* 1
p<.05*, p<.01**

As shown in table 3, team building was found to be significant with both

organizational culture and organizational climate. It is evident from the analysis,
considering the total sample, organizational culture and organizational climate
had moderate relationship with team building (35.4%, r= 0.3549, p<.05) and
(31.08%, r= 0.3108, p<.05).The relationship between organizational culture and
organizational climate is also moderate in nature (33.23%, r=0.3323, p<.05). With
this, the proposed hypothesis that Organizational Culture Organizational Climate
would positively related to effective Team Building has got accepted, but in
relationship is showing only a moderate effect. This indicates, if organizational
climate and culture are improved, it has a positive effect on team building among
the employees.

TABLE 4: Regression Analysis – Determinants of Team Building (Dependent

Variable) with Organizational Culture (Independent Variable) (Total Sample SBI
and ICICI) N = 100
Dependent Variable - Team Building
Independent variables Beta Simple r t Value
Organizational Culture .27842** .3549** 6.754
(.0000) (.000)
Multiple R .42002, R Square .17642
* : Significant at the 0.05 level; ** : Significant at the 0.01 level
NS : Not Significant

To investigate how well organizational culture in these two banks predicts team
building, simple regression was done. The results were found to be moderately

61
 Pres. Int. Journal of Management & IT- Sanchayan

significant. It was found that team building is predicted by organizational culture

to an extent of 27.8 % (Beta value is .27842) and the adjusted R squared value
was .17642 which indicated that 17.6% of variance is team building was explained
by organizational culture.

TABLE 5: Regression Analysis – Determinants of Team Building (Dependent

Variable) with Organizational Climate (Independent Variable) (Total Sample SBI
and ICICI) N = 100
Dependent Variable - Team Building
Independent variables Beta Simple r t Value
Organizational Climate .31081**(.0000) .3108** (.000) 7.613
Multiple R .43074; R Square .18554
* : Significant at the 0.05 level
** : Significant at the 0.01 level
NS : Not Significant

As shown in the table 3, regression analysis was done to examine how well
organizational climate of these two banks predicts team building and
effectiveness. The results were found moderate significant. It was found that
team building is predicted by organizational climate to an extend of 31.08% (Beta
value is .31081) and the R squared value is .18554 which indicate that 18.5%
variance in team building was explained by organizational climate.

TABLE 6: Multiple Regression for Predicting Team Building (Total Sample SBI
and ICICI)

Independent Variable Organizational Culture Organizational Climate

Dependent Var Beta Simple r t Value Beta Simple r t Value
Team Building .4412* .3549** 8.802 .3332 .3108** 6.65
(.0370) (.000) (.0004) (.000)
Multiple R .38154
R Square .14557
* : Significant at the 0.05 level
** : Significant at the 0.01 level
NS : Not Significant

To satisfy the main objective of the study that to investigate whether the team
building mediates the relationship of organizational culture and organizational
climate, multiple regression analysis was done. The results were shown a
moderate significant. Here the adjusted R square value is .14557, which indicates
that 14.5% variance in the team building and effectiveness was explained by the
combination of organizational culture and organizational climate. Here, we found
that the variance in the team building is better explained by the variance in the
team building is better explained organizational climate than the variance
explained by the combination of organizational culture and organizational
climate.

As per the results obtained previously, there was significant difference in the
Organizational Climates of SBI and ICICI Bank wherein the working environment
was more relaxed, open and free in the latter while in the former, there was
more rigidity, less of participation by members and a more controlled working

62
Effective Team Building in relation to Org. Culture

Climate where each one is engaged in one’s routine tasks allotted by the head.
While in the case of Team effectiveness, it was found that Teams were more
effective in the ICICI Bank than the SBI Bank studied due to presence of more
collaboration among members, shared leadership, and participative management
with free and open discussions frequently held by the team members however
many times many a times informal meetings were arranged by the heads as well.
Due importance being given to Team work and groups which all together lead to
more effective Teams in the ICICI Bank. However the results show that despite a
positive relationship between the two variables, there is very slight or negligible
correlation between them, indicating clearly that there maybe other factors and
variables which are related to Effective Team Building. It may be concluded that
Organizational Climate is an important factor but not the only factor resulting in
Effective Team building.

MAJOR FINDINGS
 SBI Bank reflects Bureaucratic and Autocratic Culture while ICICI Bank
reflects Technocratic and Entrepreneurial Culture
 SBI Bank represents favorable Organisational Climate with high team
effectiveness while ICICI Bank has more favorable Organisational Climate
with very high Team Effectiveness.
 Thus the two Banks differed in Organisational Culture, Climate & Team
Effectiveness.
 There is significant difference between the Organisational Cultures of SBI
and ICICI Bank.
 There is significant difference between the Organisational Climate of SBI
and ICICI Bank
 There is moderate positive relationship between Organisational Culture
and Effective Team Building in both SBI and ICICI Bank.
 There is moderate positive relationship between Organisational Climate
and Effective Team Building in both SBI and ICICI Bank.
 Team building is moderately effecting and mediating the relationship
between organizational culture and organizational climate in both SBI and
ICICI Bank.

SBI Bank
 Decision making by Head of authority following a series of levels of
approval
 Values are important but primacy given to procedures
 Less flexibility & closed environment - role roundedness in terms of tasks
 Rich traditional past with strong foundation -following the status quo
with little modifications as per the changing global market needs

63
 Pres. Int. Journal of Management & IT- Sanchayan

 Has a rigid organizational structure with systems, channels & hierarchical

levels
 Reward system, motivational level, warmth & support among members
& delay in decision making process are some of the grey areas needing
special attention
 Misses out on parameters like mutual collective spirit, capacity building,
an open, free & flexible environment with active participation of all members
 Less creativity- acceptance of novel ideas & desirability to accept
changes- resulting in teams functioning mechanically with limited scope &
narrow goals to attain
 Slight correlation between organizational Culture, Climate and effective
team building - there are other organizational variables that are important
for effective team building

ICICI Bank
 Employee friendly environment.
 Catering to changing needs of employees & customers - the ultimate
goal of this organization.
 Shared leadership - new ideas, views and opinions welcomed
 Active interest in the welfare of employees- members takes self initiative
for conducting varied activities.
 Trust, mutual cooperation, warmth & collaboration towards work exist -
motivational spirits high.
 Occasionally there are staff improvement programs
 Organisational structure & Reward system are the twin factors that need
to be considered
 Organisational Culture & Climate are important components of
organizations contributing towards effective team building - however in
conjunction with several other organizational variables and factors.

CONCLUSION
Human Resource is one of the most important assets of an organization on which
considerable attention is to be given to make it an organization that is dedicated
and committed to the objectives of the organization and cater to people’s needs
and help develop healthy Climate. To develop and sustain motivation level and
commitment to job, role of rewards, organizing training and other significant
programs is deeply essential for better Climate and Culture, in turn better
productivity. A good management team with a visionary leader can help to build
empires out of organizations that nest people friendly climate and have a rich
embedded culture which together contribute to Organizational success.

64
Effective Team Building in relation to Org. Culture

Acknowledgement
"The given article has been taken from the ORIGINAL article titled ‘A Study of
Effective Team Building in Relation to Organisational Culture and Organisational
Climate In Universities In Delhi' by Priyanka Banerjee, PhD Scholar
in National University of Educational Planning and Administration, (NUEPA), New
Delhi, India, priyanka_always@hotmail.com, presented in the ICERI -2009
Conference held in Madrid, Spain and is part of the M.Phil
Dissertation submitted to NUEPA in 2009.

REFERENCES
 Adair, John. (1986) Effective Team Building, New York: West Publishing
Company.
 Ahlawat Praveen and Thakur K. Praveen. (2007). “Teacher’s Job
Satisfaction vis- a–vis Organizational Climate: An Empirical Study with
Special Reference to Private Professional Colleges in Western Haryana”.
M .M University Journal of Management Practices, Vol 1.
 Alasuutari Pertti. (1995) Researching Culture and Cultural Studies,
London: Sage.
 Alex Z.Kondra, Walid Belassi and Oya Icmeli Tukel. (2007). “New
Products Development Projects: The Effects of Organizational Culture.”
Project Management Journal, 38 (4), 12 – 24.
 Argyris, C. (1958), “Some problems in conceptualizing organizational
climate: A case study of a bank”, Administrative Science Quarterly, 2,
501-520.
 Banerjee P (2009), A Study of Effective Team Building In Relation to
Organisational Culture and Organisational Climate in Universities In
Delhi, Paper presented in the ICERI -2009 Conference held in Madrid,
Spain.
 Brazzel M & Jones B. Brenda. (2006).The NTL Handbook of
Organizational Development and Change: Principles and Perspectives.
USA. Pfeiffer.
 Biswas S (2010), Relationship Between Psychological Climate and
Turnover Intentions and its Impact on Organizational Effectiveness: A
Study in Indian Organizations, IIMB Management Review, 22 (3), 102-
110
 Chary T, Raj B.S, Sunder C.S & Rao Ramana (2005). “Organizational
Climate – A Case Study of Bhadrachalam Paper Board Limited”, Prestige
Journal of Management and Research, 9( 2), 17-28
 Glueck F William. (1980), Management. Illinois, The Dryden Press.
 Gorard, Stephen. And Gumport, J. Patricia. (2000), Academic
Restructuring: Organizational Change and Institutional Imperatives,
Higher Education 39(1), 92 – 101.
 Giri, Vijay N and Kumar Pavan (2007), Organizational Commitment,
Climate and Job Satisfaction: An Empirical Study, The Icfai Journal of
Organizational Behavior, 6( 3), 7-18

65
 Pres. Int. Journal of Management & IT- Sanchayan

 Kathirvel N (2010), “A study on organizational climate with special

reference to engineering industries in Coimbatore, Journal of
Management Studies, 4(2), 27-39.
 Kundu K (2007) , Development Of The Conceptual Framework of
Organizational Climate, Vidyasagar University Journal of Commerce, 12
(1), 99-108
 Lahiri, Shikha and Saxena, Manjul (2006), Design of an instrument to
measure the organizational climate of technical institutions in India,
Indian Journal of Training and Development, Vol XXXXVI (1), 77-91.
 Mescon H. Michael & Albert Michael. (1985) Management: Individual
and Organizational Effectiveness, New York, Harper and Row Publishers.
 Milley, Peter. (2002), Imagining Good Organizations: Moral Orders or
Moral Communities? Educational Management and Administration,
30(1), 47-64.
 Neal M. Ashkansky, Celeste P.M. Wilderom & Mark .F. Peterson. (2000).
Handbook of Organizational Culture and Climate, London: Sage
 Nirupama and Rana S (2010), Management styles in relation to
organizational climate of public sector organizations, Gurukul Business
Review, 6, Spring, 43-51.
 Pareek, U (1989), Motivational Analysis of Organizations – Climate
(MAO- C), in Pfeiffer (Ed), The 1989 Annual: Developing Human
Resources, San Diego, California, 161-18
 Schulte M, Ostroff C & Kinicki J Angelo. (2006). “Organizational Climate
Systems and Psychological Climate Perceptions: A cross Level Study of
Climate – Satisfaction Relationships”, Journal of Occupational and
Organizational Psychology, 79, 645 – 671
 Srivastav K Avinash. (2006), Organizational Climate in Public Sector: An
Empirical Study, Management and Change, 10 (2), 55-63.
 Srivastav K Avinash. (2006), Organizational Climate in Public Sector: An
Empirical Study, Management and Change, 10 (2), 47-59.
 Swanson, A. Richard (2008), Seeing Scenarios, Advances in Developing
Human Resources, 10 (2), 131- 141.
 Vijayakumar, V.S.R. (2007), Management Styles, Work Values and
Organizational Climate, Journal of Indian Academy of Applied
Psychology, 33(2), 249- 260.
 Yorks Lyle, and Sauquet Alfonso. (2003), Team Learning and National
Culture: Framing the Issues, Advancing in Human Resources, 5 (1), 7-25.
 Zilwa de Deanna. (2007), Organizational Culture and values and the
adaptation of academic units in Australian Banks, Higher Education, 54
(4), 557 – 574.

66
View publication stats