Manager's Role in Establishing Constructive Organizational Culture

The provided assignment delves into various themes related to organisational culture, including its impact on effectiveness, manager's role in developing a positive culture, and the significance of sustainability. The assignment includes seven questions, each with frequency data from 10 managers. Key findings include: 5 out of 10 managers believe that power culture leads to effectiveness at business environments; 7 out of 10 agree that managers help develop constructive organisational culture; 9 out of 10 believe ethical implications affect workplace practices in organisational culture; and 6 out of 10 think sustainability aspect is necessary to maintain organisational culture. The assignment also touches on the role of leaders in maintaining cultural elements among employees, with 8 out of 10 managers believing that leaders play a vital role. Finally, all 10 managers agree that culture shapes communication and reliability at workplaces.

THE REAL WORLD OF
MANAGEMENT

TABLE OF CONTENTS
EXECUTIVE SUMMARY.............................................................................................................3
TOPIC: Organizational Culture affects the Performances of Employee’s......................................4
Handy's organisational model......................................................................................................5
DATA FINDINGS.......................................................................................................................7
Critical commentary...................................................................................................................13
Conclusion.................................................................................................................................16
Recommendations to the company ...........................................................................................16
REFERENCES..............................................................................................................................16
APPENDIX 1.................................................................................................................................18
APPENDIX 2.................................................................................................................................19

EXECUTIVE SUMMARY
This assignment is based on understanding the role of organisational culture on the
employees' performance. A company's culture must be healthy to enhance the overall
management and performance levels. This involves rise in the productivity scales which is in
direct relations with the customers' satisfaction and the reputation of the company in the
marketplace. Along with this, it aids in supporting the goals, vision and objectives through strong
workplace culture which strives for excellence. Nevertheless, this helps the employees to be
loyal, committed and respectful towards enhancing the performance management on the whole
by adapting to changes and gaining financial results. It has interlinked performance management
of employees with the organizational culture to differentiate between the drawbacks and benefits
in context to overall effectiveness. It has highlighted the need to demonstrate the impact of
managers, leaders and cultural sustainability to reap benefits on both performance wise and
financial aspects. Here, the Handy's organizational cultural model has been implemented to
improve the overall knowledge and understanding about TVS Lanka performance in the
marketplaces. It also described about critical evaluation through conducting the primary
qualitative research to gain insights about the impact of organisational culture. It has been found
out that ineffective organizational culture has hampering effects by conducting survey using
managers of this organisation. While conducting the experimental process of collecting data, the
primary sources might lack the critical analysis which affects the credibility This also depends on
the designing and the type of sampling method used and acts as barriers. Employees has been
considered as respondents to take the questionnaire where they have been asked to provide
answers. This helped in gaining knowledge about the relevancy of managers and leaders in
maintaining the organizational culture. Managers from several showrooms had been considered
to understand the relevancy of the impact of organizational context with respect to the theoretical
underpinnings. Moreover, it added on the critical commentary where the findings has been
discussed to understand the role and responsibilities at both personal and organizational levels.
Lastly, recommendations ahas been outlined to maintain the working standards of TVS Lanka.

TOPIC: Organizational Culture affects the Performances of Employee’s
Overview of chosen company
TVS Lanka (Pvt) Ltd is an organisation established in 2002 and headquartered in
Wattala, Sri Lanka with many showrooms in Moratuwa, Kalutara, and Wattala, Sri Lanka.
However, the company is a distributor and provider for TVS Motor organization in Sri Lanka.
The corporation distributes two wheelers and three wheelers vehicles through different suppliers
a different showroom in Sri Lanka. Further, it additionally offers auto mobiles service and lean
parts. TVS Lanka is operating within Sri Lanka as official dealer of TVS Motor Company and is
mentioned in the appendix below.
Introduction
Organizational culture represents a company’s ethics and ideas that develop the social
and mental surroundings of an organisation. Further, the corporation subculture often contributes
to its success, as its different from other company's culture and it cannot be pass to competitors
moreover, it could also make contributions to its failure (Elsmore, 2017). This assignment is
going to describe TVS Lanka company's culture in which the employees' performance would be
highlighted. This includes about the employees' ability to carry out the tasks etc. However, the
company's culture can be analysed through using the model of Handy's organisational culture.
The definition of this topic is about learning the aspects of organizational culture that has
affected the employees' performance in critical manner. There are several components that form
the basis of culture at the workplace and the administration must emphasis on gaining insights to
improve the performance of each person working for the betterment of any company. Herein the
focus area is to analyse the organisational culture of TVS company.
Rationale: The importance of organizational culture is refereed as the platform of using
personalities and character of individuals working for the welfare of the entire company's success
and revenue management (Ahammad and et.al., 2016). Moreover, the focus is to understand each
individual's capabilities in performing tasks to reap benefits by optimising the resources within
the stipulated time frames.
Limitations: There were many limitations that acted as barriers while collecting data and it was
shown after conducting primary data collection which was long procedure. It also consumes time
and is not cost effective in terms of transparency and freedom. (Khan, 2017). Moreover, it is not
feasible sometimes and lack the neutral viewpoints while answering or filling up forms.

Handy's organisational model
According to Glisson (2015) each corporation has some morals and follows rules and
guidelines which distinguish it from other companies. Here, Charles handy has expertise in
understanding the cultural dimensions of companies. Further, there are four cultures that are
consistent with Handy's model and has been observed by several companies. The first culture
types is Power culture, in which power remains only with few personnels and decision making
power lies in their hands only. Further, these personnels enjoy unique privileges on the place of
job. As per the Elsmore (2017) in this type of culture the subordinates have to strictly follow
their superior’s commands and personnel do not have the freedom to explicit their perspectives
or share their opinions in company meetings and must comply with the instructions of their
superiors. Further, there are few guidelines and policies in this culture, thus, people with power
decide will determine what will happen. However, in such culture, personnel are commonly
judged by using what they can accomplish rather than how they can. Thus, an effect of this could
be brief selection-making, even if those choices are not according the long term period of the
enterprise company. However, the power culture is beneficial for the company in case there is an
emergency as all the decisions regarding the completion of task can be taken by the company.
On the other hand, due to the power culture all the power is within the hands of one person thus,
it may demotivate other employees and may not be able to accomplish the goals of the company.
According to Khan (2017) in Task culture teams are formed within this company to
obtain the objectives or clear up critical problems that from the task culture of the company.
Moreover, in personnel with same goals and expertise come collectively to frame a group.
However, there are commonly four to five individuals in every group and in such a culture every
group member has to make equal efforts and accomplish responsibilities in an innovative style.
However, task culture help the employees to solve the particular issues or to accomplish the
projects. Moreover, the task culture is beneficial for an organisation as it helps the company to
build effective and productive team. Further, the task culture can be adopted by the companies in
order to cope up with the changing environment and help to manage the difficult tasks more
productively. On the other hand, the task culture may bring negative results as it is difficult to
control the task performed by the team members and requires of rules and regulations to manage
the activities of the team. As evacuate by Northouse (2018) in Person culture the employees
sense that they are vital part of the organisation than their superiors and such businesses follow a

culture called person tradition (do Carmo Silva, and Gomes, 2015). However, in such culture,
personnel are more worried about their personal self in preference to the employer and the
corporation in this kind of culture remains incompetent and in the end suffers and personnel in
such organisation come to the workplace only for earning and in no way get connected to it.
According to Turlais, and Dubkevics (2017) personnel ought to usually keep in mind that
business enterprise comes first and every other thing afterwards. They are rarely dependable
towards the company and don not work towards the achievement of organisational goals.
Further, in person culture, employees consider themselves as the owner of the company and
perform their task at their own wish. However, in organisation with such type of culture the
people are work only as an employee they don't consider themselves as a member of the
company and do not contribute towards the accomplishment of company's goals. Further, the
person culture is sometimes beneficial for the company as they perform their tasks independently
without bothering their superiors with make them self confident regarding their work. . On the
other hand, the person culture creates negative environment within the organisation as employees
work with the aim of earning not for contributing to the goals of the company.
According to Shields (2015) Role culture in which every employee is delegated roles
and duties according to their expertise, qualification and interest to explicit best out of them.
However, in such culture personnel decide what tasks they can accomplish and take challenges
according to their wish. Thus, each personnel is chargeable for something or the other task and
has to take ownership of the tasks allotted to them. However, organisations who follows role
subculture are primarily based on policies and guidelines. Further, they are properly managed,
where every employee in the organisation are aware about what their roles and duties are.
However, in this culture the position is decided by employee role which he or she performs
within the organisational structure. Moreover, role cultures are developed through distinctive
organisational structures which might be usually tall with an extended chain of command.
However, a result of role culture is that decision-making process can regularly be slow and the
organisation is much less likely to take challenges in order to face losses. Thus, enterprises with
role cultures have a tendency to be very bureaucratic. Moreover, the role culture are beneficial
for the company as they help the employees of the company to perform the activities according
to the rules and regulations which is being proposed by the government, thus, they can enhance
their image by performing according to the policies. Moreover, sometimes the role culture is not

beneficial for the company as employees may feel restricted due to the certain rules and
regulations which are abided by the organisation and may leave the company, thus it may
increases the employee turnover and in turn may reduces the profits of the company.
Furthermore, the Toyota follows the role culture that helps the employees to perform
their task according to their assigned activity which in turn motivates the personnels to
accomplish the goals of organisation and helps them to achieve higher income. Moreover, the
role culture helps the employees to follow the guidelines of the company and work according to
those rules and regulations which help them to properly manage their work and accomplish their
goals.
DATA FINDINGS
According to Thompson and Glasø (2015) the research design is set of conditions
including identifying research questions, selecting sampling and finding the analysis. This design
ensures relevant data collection through questionnaire effectually. The primary objective was to
conduct qualitative primary research to gain data and complete information on the impact of
organisational culture on the performance of the employees. Here, the data was collected from
the real world of the chosen company. Managers from several showrooms had been considered
to understand the relevancy of the impact of organizational context with respect to the theoretical
underpinnings.
Data Collection: Primary data collection method was implemented through using first hand
sources such as taking interviews, conducting questionnaire and more. There were several
methods and tools that could be used to collect primary data and consisted of questionnaire,
schedule method, observation method, interviews etc. The purpose was in gaining knowledge
about specific details required by the company, that is, TVS Lanka. Here the sources were
authentic and was used for the first time by taking a questionnaire method.
Sampling: This is referred as the process where the statistical evaluation occurs. In this, a
predetermined number of observations are used from a larger sample of population to perform
the analysis. Simple random sampling method was taken where ten managers from several
showrooms of TVS Lanka had been referred.

Data Analysis: It is the procedure where statistical techniques are used to evaluate and explore
the data in a condensed form. Herein, ten managers were given a questionnaire to give their
responses without any bias and in complete authentic manner. Moreover, the qualitative analysis
was considered to understand the exploratory type of research.
Theme 1: Relationship between strong cultural aspects at workplace and employees’
performance
Question 1: Is there any relationship between strong cultural aspects at workplace
and employees performance?
Frequency
Yes 9
No 1
Total 10
Interpretation: From this it can be stated that out of 10 managers, 9 said that there is strong
relationship between culture at workplace with employee performance and 1 said no. Thus, it can
be stated that employee performance is affected by organisational culture to a great extent.
Theme 2: Effectiveness of power culture via using Handy's cultural model on the working
business environment
Yes No
0
1
2
3
4
5
6
7
8
9
Frequency

Question 2: Is power culture via using Handy's cultural model leads to
effectiveness on the working business environment?
Frequency
Yes 5
No 5
Total 10
Interpretation: It can be interpreted from above that out of 10, 5 said yes that power culture of
Handy model leads to effectiveness at business environment and 5 said no. Therefore, in some
company power culture leads to effectiveness whereas in some it does not.
Theme 3: Role of managers in establishing constructive organisational culture
Question 3: Are role of managers important in establishing constructive
organisational culture?
Frequency
Yes 7
No 3
Total 10
Yes No
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Frequency

Interpretation: By analysing data it can be evaluated that 7 managers out of 10 said that manager
helps in developing constructive organisation culture. On other hand 3 managers said no.
Theme 4: Ethical implications on the working practices when using the organizational culture
Question 4: Has ethical implications affect the working practices when using the
organizational culture?
Frequency
Yes 9
No 1
Total 10
Yes No
0
1
2
3
4
5
6
7
Frequency

Interpretation: From this it can be stated that out of 10 managers, 9 said ethical implications
affect workplace practices in organisational culture and 1 said that it does not. Hence, ethics are
important in managing workplace practices.
Theme 5: Sustainability aspect to maintain the organisational culture of company
Question 5: Is sustainability aspect necessary to maintain the organisational
culture of company?
Frequency
Yes 6
No 4
Total 10
Yes No
0
1
2
3
4
5
6
7
8
9
Frequency
Yes No
0
1
2
3
4
5
6
Frequency

Interpretation: It can be interpreted from above that 6 managers said that it is necessary to
maintain sustainability in organisation culture while 4 said no. Thus, in order to maintain positive
culture sustainable workplace practice has to be implemented.
Theme 6: Role of leaders in maintenance of cultural element among the employees
Question 6: Is role of leaders vital for the maintenance of cultural element among
the employees?
Frequency
Yes 8
No 2
Total 10
Interpretation: By analysing data it can be evaluated that 8 managers out of 10 said that
managers said that leader play vital role in maintaining culture within employees whereas 2 said
no.
Theme 7: Culture shapes the communication and reliability at the workplace
Question 7: Does culture shapes the communication and reliability at the
workplace?
Frequency
Yes No
0
1
2
3
4
5
6
7
8
Frequency

Yes 10
No 0
Total 10
Interpretation: The above graph states that all managers said yes that culture shapes
communication and reliability at workplace.
Critical commentary
Organisational culture is useful in understanding a framework to analyse and evaluate the
employees' performance in context to their attitude, motivation levels and behaviour (Shields and
et.al., 2015). The culture has both positive and negative impact on the way businesses are
conducted to gain profits and maintain the productivity. In regard to this, it helps in shaping and
structuring the interactions that takes place at the businesses and companies. The employees are
encouraged to stay committed and passionate and give their best efforts in attain the objectives.
For instance, TVS has been known for its reward systems and their focus in fostering strong ties
to establish healthy environment to conduct works or allotted tasks. Whereas its rival company,
Stafford Motor company focused on empowering the youth through employment opportunities
by adopting the training sessions under the technical expertise.
From the above findings, it has been described that employees are highly affected from
the cultural impact of any company. The organizational performance is directly linked to the
Yes No
0
1
2
3
4
5
6
7
8
9
10
Frequency

effectiveness of the cultural elements that influence positive relation. For e.g., when the
respondents were asked about the role of managers in maintaining the cultural aspects of the
business environment, majority of them were in favour. This clearly demonstrated that the
managers must consider that it is their responsibility to maintain the ambience and work culture
among the employees to have a positive impact. Additionally, the organisational culture has also
an influential relationship with the employees' behaviour as mentioned from Handy Model.
There is a concept that different cultures can lead to more innovation and creativity at the
workplace and thus has constructive effects on the working practices.
Additionally, respondents found that culture shapes the communication and reliability at
the workplace. All ten of them agreed with this theme and emphasised that hierarchical
frameworks has hampered the work culture and made the employees feel inferior and this
ultimately led to restricted behaviour and posed threats to the cultural sustainability. In addition
to the above interpretations and overall questionnaire, the outcomes has highlighted the need to
maintain a safe and healthy workplace environment for the performance of the employees'. It is
possible through maintenance of cultural values' and principles and for this, Handy's Cultural
Model might proved useful. Moreover, it aids in enhancing the motivation levels of employees
and support in fostering team spirit and bonding. For e.g. Royal Enfield is trying to outshine
other companies in the same sector through more sustainable approaches.
This company has certain strengths and limitations which shed light on the organisational
culture and employees’ performance. TVS Lanka has strong organisational culture and can
quickly take actions against the negative situations. Thus, in enterprises like TVS which has
adopted this way of culture, performance is evaluated on the basis of outcomes and such
establishments are tolerant and flexible in approaches. Another theme where Sustainability
aspect to maintain the organisational culture of TVS Lanka has found out that 6 has agreed and 4
did not agree. This clearly demonstrated about company's culture which is important aspect to
provide practical solutions to problem areas by using activities of functional regions and
interactions in defining the task, the mode of interaction and conflict resolving. Nevertheless, the
cultural element is crucial to impact the ethics and code of conduct of the entire taskforce.
Northouse, 2018 stated organisational culture is implemented in which manager
influences employees on a specific scenario at a particular point of time and in specific situations
that impact personnels to try willingly to reap organisational targets and contentment with the

form of cultural sustainability provided. For e.g. in a situation where the leader is maximum
informed and skilled then an authoritarian pattern is probably most suitable. In different
instances where organization contributors are professional experts, a democratic style could be
more effective. Further, these leaders inspire engagement and endeavour from organization
members and assist employees to feel more applicable and committed to the selection-making
procedure.
Moreover, Odle-Dusseau and et.al. (2016) described the employees and organisational
culture of the company offers safety and the possibility to collect specialist knowledge, better
performance of the employees provide rewards and increment in their salary or by promotion the
employees in the purposeful area. On the other side, Suraweera (2016) emphasized that the
organisational culture of TVS Lanka is based on individual personnel rather than on groups.
Here, an outcome of dull subculture is that there's extra need for tactics, rules and forms which
will get things completed in the preferred way, with in flip can leads to organisational expenses
and eventually affects the working of the personnels. However, sometimes the organisational
culture of the company is discouraging for aspirant managers who are required authority to
control their team members, need manipulate over their work or are greater interested in effects
than technique.
According to Harwiki (2016) managers play crucial role in underpinning the
sustainability and organisational culture elements to maintain the performance management
efficiently. It is important to understand that the TVS manager acts as the researchers who have
the capacity to investigate and explore all the aspects of the working practices and involved
operations. They help, direct and guide the employees to complete the assigned tasks in each
branch for smooth running of operations. Ramdhani, Ramdhani and Ainissyifa (2017) also
critiqued that power culture has more disadvantages and is unidirectional in context to power and
influence. However, sometimes this also act as a barrier where the managers start taking
decisions without others' consent and thus, it impacts the organisational culture of TVS in
adverse manner.
The findings have impacted on the behavioural approaches and business environment of
TVS and is directly linked with the employees. The taskforce gets demotivated and might ignore
the changes on the initial levels which affects the cultural model of this company and is not in
lines with the above mentioned roles of Handy's Model. Moreover, Hewapathirana and

Batuwangala, (2018) explained the Handy's cultural model to understand the working practices
of TVS company where the management focus on achieving the manufacturing excellence.
However, Kim, Eisenberger and Baik, 2016 also emphasized that employees must be given
reliable channels to attain the major objective includes effective shift in the cultural element to
manage and maintain the growth rate. This company's success has been highlighted by ensuring
the usage of politically minded security to mitigate the risks associated with the marketplaces.
In context to the application of Handy's cultural model, TVS Lanka follows power culture
where the major authorities are in the hands of superiors and they provide instructions to their
team members regarding the work to be completed. Thus, this company follows autocratic
culture where power remains in the hand of only one person.
Conclusion
It has been summarised that organisational culture is an integral part in maintaining the
productivity and profitability of any company. Here, TVS Lanka not only regulated an ongoing
technique to analyse the employees' performance but also assessed the findings to bring concrete
changes. This assignment has successfully provided a critical commentary on the topic to gain
knowledge about the practical implications in this sector. Moreover, the Handy's organisational
culture model has been implemented to highlight the focus areas and the limitations with
strengths of the chosen company. Lastly, primary qualitative research has been conducted by
considering ten respondents to take an account of the impact of organizational culture on the
whole. Thus, they could seem hard and their successes may be observed with the aid of low
morale that effects the performance of employees and leads to excessive turnover as employees
fail to perform in competitive atmosphere.
Recommendations to the company
There are few suggestions which might prove beneficial for TVS Lanka. The
management must focus on the application of role culture. This is due to the strong base of
functional areas at TVS Lanka where the authoritative figures must comply with the rules and
procedures properly to gain control on the work allocation. Additionally, the employees must try
to build sense of responsibility and commitment at personal levels to maintain the business
environment. This would have an indirect influence on the maintenance of the cultural ambience
ta the workplace. Here, the focus must be to create high degrees of standardisations in terms of
following policies etc. by the employees to take advantages. Nonetheless, the advantages are

linked to the existing markets and its scenarios for establishment of a systematic life cycle of
TVS products among the targeted audience. This acts as beneficial in laying the foundation of
employees engagement through constructive methods and techniques.

REFERENCES
Ahammad, M.F. and et.al., 2016. Knowledge transfer and cross-border acquisition performance:
The impact of cultural distance and employee retention. International business review.25(1).
pp.66-75.
do Carmo Silva, M. and Gomes, C.F.S., 2015. Practices in project management according to
Charles Handy's organizational culture typologies. Procedia Computer
Science.55.pp.678-687.
Dugan, J.P., 2017. Leadership theory: Cultivating critical perspectives. John Wiley & Sons.
Elsmore, P., 2017. Organisational Culture: Organisational Change?: Organisational Change?.
Routledge.
Glisson, C., 2015. The role of organizational culture and climate in innovation and
effectiveness. Human Service Organizations: Management, Leadership &
Governance.39(4). pp.245-250.
Harwiki, W., 2016. The impact of servant leadership on organization culture, organizational
commitment, organizational citizenship behaviour (OCB) and employee performance in
women cooperatives. Procedia-Social and Behavioral Sciences.219. pp.283-290.
Hewapathirana, S.L. and Batuwangala, R.I., 2018. Oriental Cultural Values Depicted in
Advertising; with Special Reference to Sri Lankan Context. European Journal of
Economics and Business Studies.4(1). pp.162-166.
Khan, H.A., 2017. Globalization and the Challenges of Public Administration: Governance,
Human Resources Management, Leadership, Ethics, E-Governance and Sustainability
in the 21st Century. Springer.
Kim, K.Y., Eisenberger, R. and Baik, K., 2016. Perceived organizational support and affective
organizational commitment: Moderating influence of perceived organizational
competence. Journal of Organizational Behavior. 37(4). pp.558-583.
Northouse, P.G., 2018. Leadership: Theory and practice. Sage publications.
Ramdhani, A., Ramdhani, M.A. and Ainissyifa, H., 2017. Conceptual Framework of Corporate
Culture Influenced on Employees Commitment to Organization. International Business
Management.11(3). pp.826-830.
Shields, J. and et.al., 2015. Managing employee performance & reward: Concepts, practices,
strategies. Cambridge University Press.
Suraweera, I., 2016. E-waste issues in Sri Lanka and the Basel Convention. Reviews on
environmental health.31(1). pp.141-144.
Thompson, G. and Glasø, L., 2015. Situational leadership theory: a test from three
perspectives. Leadership & Organization Development Journal.36(5). pp.527-544.
Turlais, V. and Dubkevics, L., 2017, May. Comparative analysis of organizational culture
models in management science. In Turiba University. International Scientific
Conference (p. 204). Turiba University.

APPENDIX 1
ORGANISATIONAL INTRODUCTION OF TVS COMPANY
Overview of chosen company:
TVS Lanka (Pvt) Ltd is an organisation established in 2002 and headquartered in
Wattala, Sri Lanka with many showrooms in Moratuwa, Kalutara, and Wattala, Sri Lanka.
However, the company is a distributor and provider for TVS Motor organization in Sri Lanka.
The corporation distributes two wheelers and three wheelers vehicles through different
suppliers a different showroom in Sri Lanka. Further, it additionally offers auto mobiles service
and lean parts. TVS Lanka is operating within Sri Lanka as official dealer of TVS Motor
company. This is distributing 2 and 3 wheelers with the help of network of dealer and
showroom within country also offering spare parts and vehicle service. From 2018 TVS is
operating as subsidiary of TV Sundram Iyengar and Sons PVT LTD.
Mr Hashan Haputhanthri is acting as Head of marketing and Mr Ravi Liyanage if CFO. TVS is
the 3rd largest company in country in 2-wheeler market and it is also the only motorbike
manufacturing company in Sri Lanka. It is providing complete range of scooters, mo-peds and
motorbikes throughout the country. During the year 2010-2011 the review and sales of
company of 2 and 3 wheeler was increased. There are about 240 dealers of their retail products,
workshop service and spare parts as well. Their 3 wheeler market share includes 7.5% if market
and 14% is of 2 wheeler vehicles. The profit before tax was about LKR 866 million during the
2011-12 as compared to 2010-11 which was only LKR 642 million. While in case of profit after
tax in 2011-12 it was 615 million and in 2010-11 it was lower reported to LKR 396 million
only. There are about 8 showrooms, 310 sales dealers, 462 service dealers and 496 spare part
dealers from all overall Sri Lanka. The company was featured among top 100 most Respected
entities by LMD that too for many times and Business Times rated the company among top 25.
Vision:
The vision of TVS Lanka PVT LTD is to be the best company in Sri Lanka through the help of
diversification that too with maintaining leadership position into transport industry.
Mission:
The mission of company is to make and delight the lifelong relationship between them and their
customer with giving them all high quality of products, service and transport solution as well.
They will deliver this by state of art, developing team of people and technological use the

people should be of high commitment towards excellence that too with highest level of integrity
with the culture which encouraging employees to participate into managerial decision is making
in way of creating social corporate responsibilities and then giving optimum returns to all
shareholders.
Values:
The company is intended to provide certain values to their customers, business, employee,
suppliers, management and community as well.
Customer and business- The company believe that they are customer oriented and always
possessing policy which help them to keep their customers at forefront. This can be done with
help of driving customer need for their choice of products and service and the correct way in
which they are providing them.
People are valuable asset- They are intended to retain and then develop quality of people who
are committed towards their corporate mission.
Management style which is encouraging employee involvement with positive work
attitude- They are utilising all resources for effectively maintaining superior quality of service
with way of following policy of continuous improvement.
Principal supplier who is important for business- The company is intended to pursue
confident and mutual beneficial relationship as they are delivering principles and suppliers with
agents of timely advice regarding further requirements.
Company is member of community- They believe success and growth which is contributing
for quality of life of their people and working in harmony with nature for eliminating all type of
pollution.

APPENDIX 2
DATA ANALYSIS
Theme 1: Relationship between strong cultural aspects at workplace and employees’
performance
Question 1: Is there any relationship between strong cultural aspects at workplace
and employees performance?
Frequency
Yes 9
No 1
Total 10
Interpretation: From this it can be stated that out of 10 managers, 9 said that there is strong
relationship between culture at workplace with employee performance and 1 said no. Thus, it
can be stated that employee performance is affected by organisational culture to a great extent.
Theme 2: Effectiveness of power culture via using Handy's cultural model on the working
Yes No
0
1
2
3
4
5
6
7
8
9
Frequency

business environment
Question 2: Is power culture via using Handy's cultural model leads to
effectiveness on the working business environment?
Frequency
Yes 5
No 5
Total 10
Interpretation: It can be interpreted from above that out of 10, 5 said yes that power culture of
Handy model leads to effectiveness at business environment and 5 said no. Therefore, in some
company power culture leads to effectiveness whereas in some it does not.
Theme 3: Role of managers in establishing constructive organisational culture
Question 3: Are role of managers important in establishing constructive
organisational culture?
Frequency
Yes 7
No 3
Total 10
Yes No
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Frequency

Interpretation: By analysing data it can be evaluated that 7 managers out of 10 said that
manager helps in developing constructive organisation culture. On other hand 3 managers said
no.
Theme 4: Ethical implications on the working practices when using the organizational culture
Question 4: Has ethical implications affect the working practices when using the
organizational culture?
Frequency
Yes 9
No 1
Total 10
Yes No
0
1
2
3
4
5
6
7
Frequency

Interpretation: From this it can be stated that out of 10 managers, 9 said ethical implications
affect workplace practices in organisational culture and 1 said that it does not. Hence, ethics are
important in managing workplace practices.
Theme 5: Sustainability aspect to maintain the organisational culture of company
Question 5: Is sustainability aspect necessary to maintain the organisational
culture of company?
Frequency
Yes 6
No 4
Total 10
Yes No
0
1
2
3
4
5
6
Frequency
Yes No
0
1
2
3
4
5
6
7
8
9
Frequency

Interpretation: It can be interpreted from above that 6 managers said that it is necessary to
maintain sustainability in organisation culture while 4 said no. Thus, in order to maintain
positive culture sustainable workplace practice has to be implemented.
Theme 6: Role of leaders in maintenance of cultural element among the employees
Question 6: Is role of leaders vital for the maintenance of cultural element among
the employees?
Frequency
Yes 8
No 2
Total 10
Interpretation: By analysing data it can be evaluated that 8 managers out of 10 said that
managers said that leader play vital role in maintaining culture within employees whereas 2 said
no.
Theme 7: Culture shapes the communication and reliability at the workplace
Question 7: Does culture shapes the communication and reliability at the
workplace?
Frequency
Yes No
0
1
2
3
4
5
6
7
8
Frequency