1.1 Introduction
One of the leading IT services companies, L&T Infotech., is a well established company. It is an Indian company which always maintained the highest international standards of excellence through quality, technology and innovation. The company has an ISO 9001-2001 certification and has high profile clients such as like Chevron, Free scale, Hitachi, Sanyo and Lafarge, among others.

L&T Infotech is a global IT services and solutions provider. It provides the winning edge to the clients by leveraging Business-to-IT Connect and deeply committed people. The clients have found in L&T Infotech a right-size partner who combines scale, stability and customer-centricity
The parent company is Larsen & Toubro Ltd. (L&T), a technology, engineering, manufacturing and construction conglomerate, with global operations. This rich corporate heritage has given many inherent advantages that translate into tangible benefits for the clients.
Founded in 1938, Larsen & Toubro Limited (L&T) is a technology, engineering, construction and manufacturing company. It is one of the largest and most respected companies in India's private sector. Seven decades of a strong, customer-focused approach and the continuous quest for world-class quality have enabled it to attain and sustain leadership in all its major lines of business. L&T has an international presence, with a global spread of offices. A thrust on international business has seen overseas earnings grow significantly. It continues to grow its overseas manufacturing footprint, with facilities in China and the Gulf region. The company's businesses are supported by a wide marketing and distribution network, and have established a reputation for strong customer support. L&T believes that progress must be achieved in harmony with the environment. A commitment to community welfare and environmental protection are an integral part of the corporate vision.

1.2 Overview of Indian IT Industry
The Indian IT industry is growing steadily despite the global meltdown in the year 2009. When the whole of the world witnessed the negative growth, Indian IT industry still managed to register a growth of 5.5%. Potential size of India’s off shoring industry is estimated at US $ 120 to 180 billion by 2015.
Indian IT/ ITes sector is growing substantially with its 1. expansion into varied verticals 2. well differentiated service offerings 3. increasing geographic penetration
The phenomenal success of the Indian IT industry can be attributed to the favorable government policies, burgeoning demand conditions, healthy growth of related industries and competitive environment prevalent in the industry. The interplay of these forces has led to putting the industry on the global map.

1.2.a History and Evolution of IT Industry
The evolution of IT industry can be studied in 4 phases:
Phase I: Prior to 1980
The software industry was literally nonexistent in India until 1960. Software used in the computers till that time, were in built with the systems. Government protected the hardware industry through high tariff barriers and licensing. However, in the West, the need for software development was gradually being felt as the software in built in the system was not sufficient to perform all the operations. The Government of India therefore, realized the potential for earning foreign exchange. In 1972, the government formulated the Software Export Scheme. This scheme made the provision of hardware imports in exchange of software exports. TCS became the first firm to agree to this condition. The year 1974 marked the beginning of Software exports from India.
Phase II: 1980- 1990
Despite the government initiatives, the software exports were not picking up because of two reasons mainly: 1. The exports of software, was heavily dependent on the imports of hardware, which was costly as well as the procedure for obtaining the same was very cumbersome. 2. Secondly, there was a lack of infrastructural facilities for software development.
To counter these, the government formulated a New Computer Policy in 1984, which simplified import procedures and also reduced the import duty on hardware for software developers. In an attempt to make, software industry independent of the hardware industry, the government in 1986, formulated Software Policy which further, liberalized the IT industry. According to this policy, the hardware imports were de-licensed and were also made duty free for the exporters. This along with the world wide crash in the hardware prices reduced the entry barriers substantially. In 1990, government established Software Technology Parks of India. This scheme was formulated to increase the exports of software and services.
Phase III: 1990- 2000 This decade made several significant changes in the economy, including trade liberalization, opening up of Indian economy to foreign investment, devaluation of the rupee and relaxation of entry barriers. These changes attracted many foreign entities (MNCs) to our nation. These MNCs in India, introduced ‘Offshore Model’ for software services, according to which, the companies used to service their clients from India itself. This model further graduated to Global Delivery Model (GDM). Global Delivery Model is a combination of Onsite and Offshore Model. In this model, the Offshore Development Centre is located at various locations across the globe. During this period due to the entry of many players in the Indian market, the competition got intensified. Therefore, the players started investing in research and development to distinguish their services from others.
Phase IV: Post 2000
The global problems like the Y2K, the dotcom crash and recession in the US economy, proved to be a boon to Indian IT industry. The Y2K problem demanded the existing softwares to be compatible to the year 2000. Due to the shortage of US based programmers during this period, many mid sized firms were forced to utilize the services of Indian firms. This had placed the Indian IT industry on the global map. Post 2002- 03, the industry had registered a robust growth rate because of increase in the number of clients, large sized contracts and strategies.

Evolution of IT

1.2.b Industry Segmentation
IT industry can be broadly classified into three sectors: 1. Software 2. IT Services 3. IT enabled Services (ITeS)- BPO

IT Industry segmentation
Software:
IT Software comprising of the (a) Software Products and (b) Engineering and R & D Services, forms the smallest sector of the Indian IT industry.

a. Software Products: The market for software products is growing rapidly as the Small and Medium
Enterprises (SMEs) as well as large organizations are utilizing the services of software in simplifying their works. The sector is highly concentrated with the top 10 firms, dominating the market. IT Software comprises of the the i. Infrastructure Software ii. Enterprise Application Software.
Infrastructure Software:-
The Infrastructure software connects the people and systems across an organization. It helps in efficiently executing the business processes, share information and to manage the various touch points with the customers and the suppliers.
Enterprise Application Software:-
It is a software specifically designed to solve an enterprise problem. The application software performs various business functionalities like accounting, production scheduling, customer information management, etc b. Engineering and R & D Services: This sector has recently originated in India. Many players are trying to tap this market by developing their engineering capabilities.
IT Services:
India is one of the leading provider of IT services. The basic model followed is known as Offshoring wherein Indian firms cater to the specific requirements of its clients by employing efficient project and quality management skills for its execution. This segment comprises of :

(a) Project- oriented services:
These services are delivered as individual projects. The services are catered according to the needs and wants of the clients, and the expertise of the vendor. These services can be delivered onsite or offshore, or can be a combination of both also.
These services include the following services:
1. IT Consulting:
The players in this service line advise clients to streamline their business using IT. They help them in devising IT strategy, IT architecture, IT assessment and planning etc. IT consulting in India is still at a very nascent stage. Major companies which are involved in this service are Wipro, TCS, Satyam, Infosys.
2. Systems Integration:
This comprises a whole bouquet of services which are very specific to the requirements of the end user. The range of services included are: Integration of various systems deployed by the organization- CRM, ERP, SCM etc. Integration of business processes and logistics 3.CADM:
These services include designing, upgrading and maintainance of software to suit the user requirements. These services dominate the project oriented services market. These services are best suited for offshoring, that is why, these services dominate the Indian export basket.
4. Network Consulting and Integration:
These services offer planning, construction and designing of data networks. The range of services in this service line includes: Network architecture design, Network connectivity, Systems Management, Project Management, Network Maintenance etc.

5. Software Testing:
It checks the quality of a software product or service. It is basically a technical investigation to identify and rectify errors to meet specific quality parameters. Software Testing operates in three spheres: 1. Response Testing: Ensures that parameters from which the responses are elicited from the target audience are operational as well as efficient enough. 2.Security Testing: Ensures that all the security parameters are risk free 3. Load Testing: Ensures that the software can handle the load density so as to reduce the down time.
(b) IT Outsourcing:
When an organization contracts another organization for managing, deploying and maintaining its IT architecture or system, it is called as IT Outsourcing. It includes:
1. Application Management: It includes management and execution of all activities involved in deploying, maintaining, and upgrading a firm’s IT systems. 2. IS Outsourcing: The services offered in this segment varies depending on the requirements of the client. The services offered in IS Outsourcing can be: Desktop Management, Help Desk Support, Management of Operation systems, Management of Applications systems, Management of Anti Virus systems, Back up equipment service etc.
(c) Training and Support: It includes three segments: 1. Software Deployment and Support: It involves installing, configuring and maintaining software on the client’s systems. 2. Hardware Deployment and Support: It involves deploying specific hardware devices on the client’s systems. 3. IT education and Training: It is designed to educate and train the in house team for organization Information Technology systems. It is imparted to provide ‘organization specific’ skills.

IT- enabled Services:
It consists of those services which are delivered using software as a means of production and Internet as a means of transmission. According to AT Kearney, India is considered to be the most preferred destination for companies which are looking for off shoring their IT and back office functions. The factors favoring the growth of this sector in India are: * Low cost advantage * Technically skilled work force * English speaking population * Superior service maturity * Friendly governmental policies supporting FDI * Robust infrastructure * A thriving indigenous software industry
Customer Information Services: These services include all the activities related to managing relationship with the customer i.e. capture, storage and analyisis of customer information. Financial & Accounting Services: These services manage financial and accounting aspects of businesses. These services are slowly and steadily gaining pace in the Indian IT industry. It is the second largest contributor to exports in the ITes segment.
Human Resource Services: It entails all the activities pertaining to human resource management. It includes managing employee records, payroll processing, hiring, staffing and training and development of the employees etc. Knowledge Process Outsourcing: The KPO segment offers a bouquet of services, ranging from market analysis, strategy consulting, business research, content management, medical transcription etc.

1.2.c Growth of the Industry
The Indian IT industry has been growing at a rapid pace by offering a wide range of products and services. This growth can be attributed to the exports of lower end services, but slowly and steadily the Indian IT industry is moving towards rendering higher end services. The growth of the industry can be studied by observing the growth in all the segments of the industry. There has been a growth in the exports as well as domestic sales.
IT Software: This segment represents the smallest segment of the Indian IT industry. It comprises of
(a) the Software products and
(b) engineering and R& D services.

1.3 L&T Infotech Profile
L&T Infotech is a global IT services and solutions provider. They provide the winning edge to their clients by leveraging the Business-to-IT Connect and Deeply Committed People. The clients include industry leaders like Chevron, Freescale, Hitachi, Sanyo and Lafarge, among others. They have found a right-size partner who combines scale, stability and customer-centricity.
Since becoming an independent company in 2004, free scale has focused on becoming an agile, high-performance Company. L&T Infotech has been a great asset throughout this journey. They have consistently delivered results and are a key partner in IT and business transformation. L&T Infotech is ranked 8 in India IT companies in 2011-2012. The company has 39 registered offices in 22 countries. It employs standards of the Software Engineering Institute's (SEI) Capability Maturity Model (CMM) and is a certified Level 5 organization. The organization also implements employee welfare and safety measures.
Type: Subsidiary
Industry: IT service management IT service IT consulting Engineering/Embedded/R&D
Founded: 1997
Headquarters: Mumbai
Revenue: US$ 650 million (2011)
Parent: Larsen & Turbo
Global presence through 18 international offices
SEI CMM Level 5 Company ISO 9001:2001 Certified Company

PCMM Level 5, version 2.0 The parent company L&T, is a technology, engineering, manufacturing and construction conglomerate, with global operations. This rich corporate heritage has given many inherent advantages that translate into tangible benefits for its clients.
L&T Infotech is India’s ‘Best Managed Company’ with presence in construction, engineering, manufacturing and financial services. One of the fastest growing IT Services companies, L&T Infotech is ranked by NASSCOM as the 9th largest software & services exporter from India and among the top 20 IT BPO Employers in 2010-2011. L&T Infotech provides end-to-end solutions and services in the following verticals: Banking & Financial Services; Insurance; Energy & Petrochemicals, Manufacturing (CPG/retail, high-tech, industrial products, automotive), and Product Engineering Services (Telecom). L&T Infotech is also well positioned in the Media & Entertainment; and Life sciences & Healthcare space.
L&T Infotech’s horizon is filled with the promise of new and cutting edge offerings in the technology space including an end-to-end cloud computing adoption toolkit and cloud advisory consulting services; enterprise mobility solutions covering a smart access platform; big data advisory services; and in- memory computing. L&T Infotech has developed intellectual properties (IPs) in all the vertical and horizontal service lines and leverages them to provide IP-led solutions.
L&T Infotech also delivers business solutions to its clients in the following horizontals/service lines: SAP; Oracle; infrastructure management services; application outsourcing (testing; application development, maintenance & support; legacy modernization; BI/DW); domain services; architecture consulting; EAI & SI; service oriented architecture; software as a service (SaaS); and product lifecycle management. Moreover, an innovative CIO-thought partnership program provides a value-driven edge to clients. The Company prides itself on a culture of training and mentoring. Coupled with a work ethos that encourages innovation, the Company lists high among the best companies to work for. L&T Infotech is differentiated by its unique Business-to-IT Connect which emerges out of its rich corporate heritage.

1.3.a History
L&T Infotech is a wholly-owned subsidiary of Larsen & Toubro Ltd. (L&T), and was incorporated on April 01, 1997. Initially, it was known as L&T Information Technology Limited (LTITL). The name was changed to Larsen & Toubro Infotech Limited (L&T Infotech) from July 01, 2001.
1.3.b L&T Heritage
Founded in 1938, Larsen & Toubro Limited (L&T) is a technology, engineering, construction and manufacturing company. It is one of the largest and most respected companies in India's private sector. Seven decades of a strong, customer-focused approach and the continuous quest for world-class quality have enabled it to attain and sustain leadership in all its major lines of business. L&T has an international presence, with a global spread of offices. A thrust on international business has seen overseas earnings grow significantly. It continues to grow its overseas manufacturing footprint, with facilities in China and the Gulf region. The company's businesses are supported by a wide marketing and distribution network, and have established a reputation for strong customer support. L&T believes that progress must be achieved in harmony with the environment. A commitment to community welfare and environmental protection are an integral part of the corporate vision.
1.3.c Vision
L&T Infotech Shall Be: 1. A globally benchmarked solution provider 2. A preferred partner, through creation of high value for customer 3. An enriching workplace for employees to excel through innovation and teamwork
The company is committed to: 1. Delivering high fidelity services and solutions 2. Time-tested institutionalized processes with a firm belief that quality is a cost-saver

1.3.d Mission * Be responsive to customer needs, deliver optimal solutions and value added services expeditiously. * Ensure sustainable growth and professional excellence using state-of-the art technology, process driven approach, eco-friendly solutions and IT enabled tools. * Foster a culture of mutual trust, respect, teamwork, continuous learning, innovation, challenge and employee empowerment to provide a conducive workplace. * Adhere to fair, transparent and ethical practices in interactions with all the stakeholders and be good corporate citizen. * Be flexible and agile to continually adapt to changing business environment.

1.3.e Values 1. Agility 2. Dependability 3. Passion 4. Meritocracy and Fair-play 5. Innovation 6. Team-work 7. Integrity

1.3.f Verticals 1. Manufacturing 2. Banking & Financial Services 3. Insurance 4. Energy & Petrochemicals 5. Telecom - Product Engineering Services

1.3.g Value Horizontals 1. SAP Services 2. Oracle Services 3. Testing Services 4. Infrastructure Management Services 5. Consulting Services

1.3.h Practice Thrust 1. Application Development 2. Application Maintenance & Support 3. Application Outsourcing 4. Business Analytics 5. Architecture Services 6. Systems Integration Services 7. Legacy Modernization 8. Microsoft Solutions 9. Independent Verifications and Validation 10. Product Lifecycle Management 11. Service Oriented Architecture 12. Knowledge Continuity

1.3.i Awards and recognition * L&T Infotech ranked the '6th Best Learning & Development Company in India' at World HRD & Education Congress,2012. * Best IT Software Award for 2007' for its role in growth of information technology in Maharashtra,2007 * L&T Infotech Is ‘Distinguished Service Supplier’ Award Winner by Freescale Semiconductor,2010 * L&T Infotech was rated amongst the top 5 preferred employers for the class of 2005 by AC Nielsen.

1.4 SERVICES OF L&T INFOTECH
The services of L&T Infotech are
1.4.a APPLICATION OUTSOURCING
L&T Infotech, leverages Business-to-IT Connect to provide the winning edge to it’s clients through application outsourcing services. The mature Technology Office develops technology and business processes that allow them to provide fuller Value from IT clients.
The four phase outsourcing approach, Assessment, Transition, Steady State and Transformation (Continuous Improvement), facilitates seamless transition of the clients' application portfolio to offshore/near-shore locations. Their proprietary framework, OMI (Offshore Maturity Index) fast-tracks assessment of the offshore readiness of client applications and recommends the roadmap in line with clients' outsourcing vision.

1.4.b ARCHITECTURE SERVICES Architecture Services are founded on a proven track record and years of IT experience. They are driven by Technology Office that creates Innovative solutions that leverage the value of technology for fulfilling real business needs.
The focus areas are
ENTERPRISE ARCHITECTURE
They help enterprises to integrate disparate applications and platforms to create a seamless foundation for future growth.
SERVICE ORIENTED ARCHITECTURE SERVICES
L&T Infotech’s Technology Office has developed a robust methodology for SOA adoption.

PERFORMANCE ENGINEERING
L&T Infotech’s Technology Office provides a central Performance Engineering Group for the study and improvements in the performance of various applications from the application Code and deployment perspectives.

1.4.c BUSINESS INTELLIGENCE/DATA WAREHOUSING
Leading and emerging industries are embarking on information technology to meet the needs of today's fast-paced business environment. L&T Infotech’s Business Intelligence/Data Warehousing (BI/DW) practice is focused on addressing these demands. L&T Infotech’s BI/DW practice spans across various industry verticals, namely, Insurance, Manufacturing, Media and Entertainment, Banking & Financial Services Energy & Process and Travel & Logistics. It’s core team of professional practitioners leverages its in-depth experience and expertise to provide seamless solutions to complex problems. They have partnered with industry leaders like IBM, Microsoft, SAP, Oracle, Tibco and pure play BI/DW vendors like Micro Strategy, Informatica, Teradata and Actuate to deliver solutions that cater to various customer needs.

1.4.d BUSINESS PROCESS SERVICES
Domain-centric Business Process Services (BPS), embedded in L&T Infotech’s Business Units assist global organizations in this endeavor by offering business process outsourcing services supported by strong IT, domain and delivery capabilities. They leverage their in-depth understanding of business processes and technologies to provide an integrated outsourcing solution. These solutions not only reduce the TCO for clients, but are also aimed at providing transformational value by re-engineering business processes.
Business processes are the engines that drive an organization. The performance of the organization depends on how well these business processes are designed and managed. The key is to continuously transform and align IT and business processes to changing strategic and tactical needs.
L&T Infotech’s understanding of the operational and organizational issues faced by global companies across various industries enables to diagnose critical performance areas. The consulting-led approach combined with strong capabilities across project management and support allows them to provide customized and sustainable process solutions to their clients.
They offer a comprehensive range of solutions across key verticals and horizontals. The horizontal solutions are designed to improve the effectiveness of enabling business processes such as Finance & Accounts (F&A) and Human Resources (HR). The vertical solutions are aimed at improving the performance of the sector specific core business processes of the client organization.

1.4.e CONSULTING L&T Infotech’s Consulting services enable businesses maximize value from their business process initiatives and IT investments leading to improved organizational performance. Their services leverage business knowledge, process excellence, technology expertise and substantial domain experience in chosen industry verticals. The rich corporate heritage in diverse industries has given them inherent advantages that translate into tangible benefits for their clients.
The frameworks and accelerators are an integral part of their methodology to deliver consulting services with efficiency and consistency
.L&T Infotech’s services cater the following areas: * Business Consulting * Process Consulting * Operations Consulting * Technology Consulting

1.4.f ENTERPRISE INTEGRATION
With rapid evolution of IT in recent years, enterprise IT landscape has become increasingly complex. Integration has become a core and critical infrastructural component in any enterprise IT. In order to provide agility and scalability to the enterprise IT landscape, Enterprise Integration (EI) infrastructure should ideally encompass intra and inter-enterprise eco-systems. Additionally, integration provides businesses the necessary agility to adapt to ever-changing business needs through efficient Business Process Management. With agility and scalability at the core of its approach, L&T Infotech has built a focus group with the purpose of developing a vast experience and knowledge base in the EI space. With a dedicated practice that focuses on Business Process Management, Enterprise Application Integration and Business-to-Business technologies, L&T Infotech covers the entire gamut of integration services.
1.4.g ORACLE SERVICES L&T Infotech provides the winning edge to it’s clients by leveraging it’s Business-to-IT Connect, proprietary diagnostics and accelerators to extract full value from investments in the Oracle family of products. | It is Oracle Platinum Partner, which is the highest level of Partnership with Oracle. As Oracle Platinum Partner, they get the access to latest Oracle Solutions, methodologies, and a dedicated team of executives to address issues, if any. | Their mature Oracle practice has a proven track record that has allowed them to emerge as a 'Thought partner' for Fortune 500 companies. Their rich experience spans global implementation, upgrade, rollout, application maintenance and support, Integration and consulting services . They combine technical and industry leading practices to deliver successful business solutions and enable their clients to maximize returns on their Oracle investments. | They have rich experience of deploying and maintaining best-of-breed solutions on the Oracle suite of packages. They offer a complete spectrum of services across technologies, including Oracle E-Business Suite, JD Edwards Enterprise One & WorldSoft, PeopleSoft Enterprise, Siebel CRM, EPM/ BI and Fusion Technology. Leveraging their extensive experience in Oracle applications and rich domain expertise, they enable their clients to use Oracle for their business advantage.1.4.h INFRASTRUCTURE MANAGEMENT SERVICESL&T Infotech’s Infrastructure Management Services (IMS) division offers a wide spectrum of services covering IT Infrastructure Consultancy, Design, Implementation and Remote Infrastructure Management (RIM). Initially established to support the growing IT demands of the parent company (L&T), they are now successfully catering to clients across US, Europe, Middle East and Asia Pacific regions
The portfolio of service offerings includes: * Server & Storage Services * Network Services * Application Services * Desktop Services * Helpdesk Services * Security Services * Enterprise Management Services * Process & Technology Consulting Services1.4.i ENTERPRISE MOBILITYToday, it is very essential for enterprises to stay connected with employees and consumers and to have the potential to control assets from anywhere at any given point of time. Ready access to information helps in quick decision making and increasing productivity. Enterprises have travelled a long way optimizing their systems with robust technologies and astute business analytics. But personal computers by themselves no longer suffice such business needs. Therefore, enterprises have realized the need to shift from web alone to a combination of web and mobile. In the quest of reaching this finish line, L&T Infotech’s mobility solutions help enterprises tackle the last mile providing them the required winning edge.Over the past decade, L&T Infotech has been working with leading handset manufacturers and Independent Service Vendors (ISVs) across the globe helping them build ground-breaking mobile software across platforms. We leverage our ‘Business-to-Mobile Connect’ concept to deliver enterprise mobility solutions, and it’s rich and extensive experience in the mobile software domain coupled with the deep understanding of myriad business verticals have enabled them to design niche solutions and services for enterprise mobility clients.1.4.j PRODUCT LIFECYCLE MANAGEMENT Companies around the globe are struggling to take products to market more rapidly, while countering low new-product success rates.L&T Infotech helps it’s clients address these challenges by leveraging business process and technology architecture to capture and maintain product information across the entire product life cycle. They provide a complete spectrum of PLM-related services, from consulting and implementation to migration, rollout and support on a wide range of tools like Enovia Matrix One, UGS Team Center, PTC Windchill, and SAP PLM.For instance, L&T was one of the early adopters of PDM/PLM in the early 1990s. Leveraging this experience, L&T Infotech has executed and supported more than fifty implementations for global manufacturing clients.1.4.k TESTING SERVICESSatisfied clients, emerging technology and brand recognition are clearly the value drivers for businesses. To leverage these value drivers efficiently, CXOs and IT managers continuously endeavor to develop solutions that help them exceed client expectations and stay ahead of the competition.In times of rapidly changing technologies, lack of expertise of the emerging technologies pose new challenges for the enterprises in addition to the perpetual barriers like strict schedules and budget constraints.Enterprises expect IT service vendors to support them in delivering state-of-the-art solutions with maximum agility and flexibility. They have realized the potential of software testing in improving quality, time-to-market and client experience by extracting maximum value from the new and existing IT investments.L&T Infotech’s Testing Service Line has emerged as a strategic testing partner delivering significant business benefits to various global enterprises across a wide range of industry verticals. We keep a keen eye on the pulse of market and add new solutions to our portfolio that are in line with the latest market trends and ever changing requirements of the businesses.L&T Infotech has a client-centric, focused team of professionals offering a comprehensive set of core and specialized testing services. | | |
Larsen & Toubro Infotech Limited offers end-to-end software solutions and services. It offers various services, such as package implementation and support, application development and maintenance, enterprise application integration, data warehousing and business intelligence, managed services, strategy consulting, engineering services, and embedding intelligence services. The company focuses on offshore outsourcing of application maintenance, as well as application development, enterprise resource planning-II implementations, upgrades, rollouts, production support, maintenance and enhancement, and systems integration areas. It serves various industries, such as manufacturing, banking and securities, insurance, utilities, communication, and embedded systems. Larsen & Toubro Infotech Limited has strategic alliances with web Methods, IBM, Microsoft, Business Objects, Oracle, Computer Associates, Siebel, Oracle, SAP, PeopleSoft, SAP, JD Edwards, Matrix One, Sun Microsystems, and HP. The company was incorporated in 1996 and is headquartered in Mumbai, India. It has additional offices in Pune, Chennai, Mysore, Bangalore, and Hyderabad, India; and Dubai, the United Arab Emirates. Larsen & Toubro Infotech Limited operates as a subsidiary of Larsen & Toubro, Ltd.

1.5 Competitor’s of L&T Infotech
1.5.a Aditi Technologies
Aditi Technologies is a Cloud Services and Outsourced Product Development company headquatered in Bangalore, India that offers Information Technology Outsourcing services to enterprices and independent software vendors. This includes Cloud Computing technologies such s Windows Azure, Amazon Web Services, Sales force and Rackspace.
Pradeep Singh founded Aditi Technologies in 1994 after nine years in management positions at Microsoft, including General Manager of the Windows 95 mobile services group. The company's stated 5 values remains focused on being Creative, People Driven, Socially Conscious, Intense, and Ethical. * In 1999, Talisma (A Customer Relationship Management division of Aditi) was spun off in 1999. The founding of Talisma was driven by the concept of supporting customers through various modes of communication using Internet. Pradeep Singh spent the next 10 years in Talisma building the company.
In 2008, Campus Management acquired the Talisma brand and Talisma Corporation Pvt. Ltd. in Bangalore and its higher education business unit based in Bellevue, Washington. In 2003 Pradeep Singh came back to Aditi and he shifted the focus of the company to the Outsourced Product Development space. Aditi spent its first 12 years providing outsourced product development services to Microsoft alone
In 2004, Aditi partnered with PI Corporation for developing software targeted at the Linux environment. Since 2006, it was involved in Product development and software testing based on Microsoft’s software platforms. In October 2007, Pradeep Rathinam was appointed as President and then Chief Executive Officer of Aditi Technologies. In August 2010, Aditi Technologies partnered with Quest software to migrate and upgrade customers to SharePoint 2010 and SharePoint Online

In 2011, Aditi forayed into Cloud Services space with the acquisition of Seattle based Cloud Computing start-up Cumulux. With the acquisition, Aditi invested $5 million in Azure Acceleration Lab an Azure-based rapid application development offering to strengthen its Cloud Computing capabilities.
In April 2012, Wade Wegner was appointed as Chief Technology Officer. In June 2013, Michael Collier and Michael Washam joined Aditi Technologies as Principal Cloud Architects.
Aditi Technologies was awarded as one of the India's IT best companies to work for in 2013 and Top 10 India's best companies for Rewards and Recognition in 2012 organized by the Great Place to Work (GPTW), India. Aditi employs about 1,300 people globally

1.5.b Infinite Computer Solutions
Infinite Computer Solutions was founded in 1999 by Sanjay Govil. Infinite is listed on the Bombay Stock Exchange and the National Stock Exchange of India.
Infinite offers consulting and information technology services to companies in the BFSI, Telecom, Media & Content, Energy & Utilities, and Healthcare fields. Its services include Infrastructure Management, Application Management, Mobility & Messaging, and Product Engineering.
In 2007, Infinite acquired US-based telecom firm Comnet International. In 2010, Infinite and Motorola entered a strategic alliance with Motorola where Infinite would take on Motorola's messaging business. This created the wholly owned subsidiary Infinite Convergence Solutions.
Infinite was ranked No. 5 in Dataquest's 2010 "India's 20 best IT employers." In August 2011 Forbes named Infinite one of their "Asia's 200 Best Under a Billion" companies.

1.5.c Cognizant Technology Solutions Corporation
Cognizant Technology Solutions Corporation is an American information technology, consulting and business process outsourcing company. It is headquartered in Teaneck, New Jersey, United States, North America. Cognizant is included in the NASDAQ-100 and the S&P 500 indices.
Originally founded as an in-house technology unit of Dun & Bradstreet in 1994, with headquarters in Chennai, India, Cognizant started serving external clients in 1996. In 1997, the headquarters were moved from Chennai to Teaneck, New Jersey. Cognizant's IPO was launched in 1998, after a series of corporate splits and restructures of its parent companies, the first Indian software services firm to be listed on the Nasdaq. During the dot com bust, it grew by accepting the application maintenance work that the bigger players were unwilling to perform. Gradually, it ventured into application development, complex systems integration and consulting work.
Cognizant saw a period of fast growth during the 2000s, becoming a Fortune 500 company in 2011. In 2011, the Fortune magazine named it as the world's third most admired IT Services Company after Accenture and IBM.
The company that is now called Cognizant has its roots in The Dun & Bradstreet Corporation, a joint venture between Dun & Bradstreet (76%) and Satyam Computers (24%). Srini Raju was the CEO of this company established in 1994. Kumar Mahadeva played a major role in convincing D&B to invest $2 million in the joint venture. He was born in Sri Lanka, where his father led his nation's civil service. Mahadeva traveled to England for his studies, earning a master's degree in electrical engineering from Cambridge in 1973. Originally called DBSS, the unit was established as an in-house technology unit, and focused on implementing large-scale IT projects for D&B businesses. In 1996, the company started pursuing customers beyond the D&B fold.

In 1996, Dun & Bradstreet (D&B) spun off several of its subsidiaries including Erisco, IMS International, Nielsen Media Research, Pilot Software, Strategic Technologies and DBSS, to form a new company called Cognizant Corporation. Three months later, in 1997, DBSS was renamed as Cognizant Technology Solutions. In July 1997, D&B bought Satyam's 24% stake in DBSS for $3.4 million. Headquarters were moved to the United States, and in March 1998, Kumar Mahadeva was named CEO. Operating as a division of the Cognizant Corporation, the company mainly focused on Y2K-related projects and web development.
In 1998, the parent company Cognizant Corporation was split into two companies: IMS Health and Nielsen Media Research. After this restructuring, Cognizant Technology Solutions became a public subsidiary of IMS Health. In June 1998, IMS Health partially spun off the company, conducting an initial public offering of the Cognizant stock. The company raised $34 million, less than what the IMS Health underwriters had hoped for. The money was earmarked for debt payments and upgrading of the company's offices.
Kumar Mahadeva decided to reduce the company's dependence on Y2K projects: by Q1 1999, 26% of company's revenues came from Y2K projects, compared with 49% in early 1998. Believing that the $16.6 billion ERP software market was saturated, Mahadeva decided to refrain from large-scale ERP implementation projects. Instead, he focused on applications management, which accounted for 37% of Cognizant's revenue in Q1 1999. Cognizant's revenues in 2002 were $229 million, and the company had zero debt with $100 million in the bank. During the , the company grew by taking on the maintenance projects that larger IT services companies did not want.
In 2003, IMS Health sold its entire 56% stake in Cognizant, which instituted a poison pill provision to prevent hostile takeover attempts. Kumar Mahadeva resigned as the CEO in 2003, and was replaced by Lakshmi Narayanan. Gradually, the company's services portfolio expanded across the IT services landscape and into business process outsourcing (BPO) and business consulting. Lakshmi Narayanan was succeeded by the Kenya-born Francisco D'Souza in 2006. Cognizant experienced a period of fast

growth during the 2000s, as reflected by its appearance in Fortune magazine's "100 Fastest-Growing Companies" list for ten consecutive years from 2003 to 2012.

1.5.d HCL Technologies Limited (HCL)
HCL Technologies Limited (HCL) is an Indian provider of Information technology (IT) services and consulting company headquartered in Noida, Uttar Pradesh, India. It is primarily engaged in providing a range of outsourcing services, business process outsourcing and infrastructure services. HCL Technologies is the fifth largest IT Company in India and is ranked 48 in the global list of IT services providers.
The company acquired Capital stream, a US BFSI product company for US$40 million in February 2008. Capital stream's Finance Center product is an obligation to HCL's current product addressing the BFSI market - Pen stock, the product that HCL has launched in 2007. HCL sold its product Capital steam to French applications software provider Line data for a consideration of $45 million in Feb 2013.
On 15 December 2008, HCLT acquired the UK based AXON Group for US$658 million, which was renamed HCL Axon.

1.5.e iGATE iGATE Corporation is a NASDAQ-listed, US-incorporated outsourcing company with the majority of its operations in India and most of its 30,000 employees based in Bangalore. Its flagship company is iGATE Global Solutions in Whitefield in Bangalore, India. It was founded by Ashok Trivedi. iGate Inc is an American multinational corporation which provides information technology, consulting and business process outsourcing (BPO) services. It is headquartered in Fremont, California, USA.
Customers include companies in banking & financial services; insurance & healthcare; life sciences; manufacturing, retail, distribution & logistics; media, entertainment, leisure & travel; communication, energy & utilities; federal government; and independent software vendors across the Americas, Europe- Middle East-Africa (EMEA) and Asia-Pacific.
In 2011, iGATE merged with another Indian IT services firm, Patni Computer Systems,in a Rs 5,560 crore (approx. $1 bn) deal. iGATE is the brand name of iGATE Corporation and its subsidiaries

1.5.f Infosys
Infosys (formerly Infosys Technologies) is an Indian multinational provider of business consulting, information technology, software engineering and outsourcing services. It is headquartered in Bangalore, Karnataka. Infosys is the third-largest India-based IT services company by 2012 revenues, and the second largest employer of H-1B visa professionals in the United States, as of 2012. On 28 March 2013, its market capitalization was $30.8 billion, making it India's sixth largest publicly traded company.
Infosys was co-founded in 1981 by Narayan Murthy, Nandan Nilekani, N. S. Raghavan, S. Gopalakrishnan, S. D. Shibulal, K. Dinesh and Ashok Arora after they resigned from Patni Computer Systems. The company was incorporated as "Infosys Consultants Pvt Ltd." with a capital of $250 in Model Colony, Pune as the registered office and signed up its first client, Data Basics Corporation, in New York. In 1983, Infosys corporate headquarters was relocated to Bangalore.
Change in name: It changed its name to "Infosys Technologies Private Limited" in April 1992. It changed its name to "Infosys Technologies Limited" when it became a public limited company in June 1992. It was later renamed to "Infosys Limited" in June 2011. On 1 June 2013, Mr. Narayana Murthy, one of the founding members of Infosys and its long time CEO, returned back from his retirement to assume office in Infosys as its Executive Chairman.

1.5.g Mindtree Limited
Mindtree Limited, formerly known as Mindtree Consulting Limited (BSE: 532819), is a CMMI Level 5 international information technology (IT) consulting and implementation company. It operates in two units: Product engineering services and IT services. Mindtree was started in 1999 by ten industry professionals from Cambridge Technology Partners, Lucent Technologies, and Wipro. Currently co-headquartered in Warren, New Jersey, and Bangalore, India, it has three development centers in India and 15 offices in Asia, Europe, and the United States. Mindtree is ranked #18 in Indian IT companies and overall #445 in Fortune India 500 list of 2011. It is ranked 12 in NASSCOM list of software companies which is an increase of 1 place than the previous year.
Mindtree surpassed USD 100 million in revenues in April 2006. Mindtree was involved in the creation of Bluetooth technology and is an Associate Member of the Bluetooth Special Interest Group. Its Bluetooth protocol stack is licensed to NEC. One of significant project during the first quarter of the 2010–11 fiscal year was providing application development, maintenance, and support services for the Government of India's nation-wide Unique Identification (UID) project, called Aadhaar.
Mindtree was started by seven Indian businessmen in IT –and three American IT professionals – Anjan Lahiri, Scott Staples, and Kamran Ozair. Staples now heads Mindtree's US operations. They started with a funding of $9.1 million from two venture capital firms, Walden International and Sivan Securities. The company obtained an additional $14.1 million of funding from the Capital Group and Franklin Templeton in August 2001. Mindtree expanded its offerings to include IT and R&D services during the down-turn following the September 11 attacks.
Mindtree went public in December 2006. The initial public offering price band was fixed for Rs. 365 to Rs. 425. Mindtree was listed the Bombay Stock Exchange on 7 March at more than Rs. 600 and crossed Rs. 1000 within a few days. Mindtree was oversubscribed more than 100 times. However, the recession in the US in 2008 resulted in IT shares going down, including those of Mindtree.
Major acquisitions include Aztec soft in 2008 at an equity valuation of USD $90 million and TES-Purple Vision in 2007 for USD $6.55 million. In September 2009, Mindtree acquired the Indian arm of Kyocera Wireless, Kyocera Wireless India Pvt Ltd, for USD $6 million. In 2010 Mindtree acquired the remote infrastructure management services provider 7Strata for Rs7.2 crore in cash. Mindtree reported revenues of USD $272 million in 2010, and has set an aggressive target of reaching $1 billion by 2014.
In January 2011, Ashok Soota announced his resignation to the board, citing personal reasons. In a press release, Soota indicated that he planned to start a new business venture. In September 2012 Mindtree launched a new Logo and tag line "Welcome to Possible"

1.5.h Tata Consultancy Services Limited (TCS)
Tata Consultancy Services Limited (TCS) (BSE: 532540, NSE: TCS) is an Indian multinational information technology (IT) services, business solutions and consulting company headquartered in Mumbai, Maharashtra. TCS operates in 44 countries and has more than 199 branches across the world. It is a subsidiary of the Tata Group and is listed on the Bombay Stock Exchange and the National Stock Exchange of India. It is one of India's most valuable companies and is the largest India-based IT services company by 2012 revenues. The company is the largest India-based IT services company by employee count as well. S Ramadorai, the non-executive vice chairman of TCS has written a book ' The TCS story and beyond....' which essays his journey at TCS.
Tata Consultancy Services Limited (TCS) was founded in 1968. Its early contracts included providing punched card services to sister company TISCO (now Tata Steel), working on an Inter-Branch Reconciliation System for the Central Bank of India, and providing bureau services to Unit Trust of India.
In 1975, TCS conducted its first campus interviews, held at IISc, Bangalore. The recruits comprised 12 Indian Institutes of Technology graduates and three IISc graduates, who became the first TCS employees to enter a formal graduate trainee programme.
In 1979, TCS delivered an electronic depository and trading system called SECOM for the Swiss company SIS SegaInterSettle. TCS followed this up with System X for the Canadian Depository System and automating the Johannesburg Stock Exchange. TCS associated with a Swiss partner, TKS Teknosoft, which it later acquired.
In 1981, TCS established India's first dedicated software research and development centre, the Tata Research Development and Design Centre (TRDDC) in Pune. In 1985 TCS established India's first client-dedicated offshore development centre, set up for client Tandem.
In the early 1990s the Indian IT outsourcing industry grew rapidly due to the Y2K bug and the launch of a unified European currency, Euro. TCS created the factory model for Y2K conversion and developed software tools which automated the conversion process and enabled third-party developer and client implementation.

1.5.i Tech Mahindra Limited
Tech Mahindra Limited is an Indian provider of information technology (IT), networking technology solutions and business support services (BPO) to the telecommunications industry.
Tech Mahindra is a part of Mahindra Group conglomerate with headquartered at Pune, India.
Tech Mahindra is ranked #5 in India's software services firms and overall #161 in Fortune India 500 list for 2011.
Its executive management team consists of Anand Mahindra as Chairman, Vineet Nayyar( Vice Chairman), C. P. Gurnani(CEO and MD),Manoj Chugh( Global Head sales), Sujit Baksi (President – Corporate Affairs & Business Services Group), Milind Kulkarni(Chief Financial Officer), L. Ravichandran (President - IT Services), Amitava Roy (Chief Operating Officer), Sujitha Karnad (Senior Vice President - HR & QMG for IT Services). Tech Mahindra on June 25, 2013 announced the completion of Mahindra Satyam’s merger with itself. Post-merger, the new entity will become the fifth largest IT Company in the country with revenues of $2.7 billion. Milind Kulkarni would be the CFO of the combined entity which would have a team of 84,000 professionals, servicing 540 customers across 46 countries. It will have 15 overseas offices for BPO (business process outsourcing) operations and software development.Its revenue for 2012-13 was put at $2.7 billion(Rs 16,000 crore).

1.5.j Wipro Limited
Wipro Limited (formerly Western India Products Limited) consulting and outsourcing service company located in Bangalore, Karnataka in India. As of March 2013, the company has 145,000 employees with a presence in 54 countries. Wipro is the third largest IT services company in India. Its subsidiary, Wipro Enterprises Ltd., offers consumer care, lighting, healthcare, and infrastructure engineering.
The company was incorporated on December 29, 1945, in Mumbai by Mohamed Hasham Premji as Western India Vegetables Products Limited, later abbreviated to Wipro. It was initially set up as a manufacturer of vegetable ghee, vanaspati, and refined oils in Amalner, Dist:Jalgaon, Maharashtra, under the trade names of Kisan, Sunflower and Camel. The company logo still contains a sunflower to reflect products of the original business.
In 1966, after Mohamed Premji’s death, his son Azim Premji returned home from Stanford University and took over Wipro as its chairman at the age of 21. Wipro became a more profitable, diversified corporation with new products such as the Wipro Super Genius personal computers (PCs). In 1999, the product was the one Indian PC range to obtain US-based National Software Testing Laboratory (NSTL) certification for the Year 2000 (Y2K) compliance in hardware for all models. Azim Premji is a major shareholder in Wipro.
During the 1970s and 1980s, the company shifted its focus to new business opportunities in the IT and computing industry, which was at a nascent stage in India at the time. On June 7, 1977, the name of the company changed from Western India Vegetable Products Limited., to Wipro Products Limited.
The year 1980 marked the arrival of Wipro in the IT domain. In 1982, the name was changed from Wipro Products Limited to Wipro Limited Meanwhile Wipro continued to expand in the consumer products domain with the launch of "Ralak" a tulsi-based family soap and "Wipro Jasmine", toilet soap.

1.5.k MphasiS
MphasiS is a Bangalore based IT services company owned by Hewlett-Packard. The company provides infrastructure technology and applications outsourcing services, as well as architecture, application development and integration, and application management services. It serves financial services, telecom, logistics, and technology industries. MphasiS is ranked #7 in India IT companies and overall #165 by Fortune India 500 in 2011 with more than 40,000 employees as of 2012.
MphasiS (then, MphasiS BFL Limited) was formed in June 2000 after the merger of the US-based IT consulting company MphasiS Corporation (founded in 1998) and the Indian IT services company BFL Software Limited (founded in 1992). MphasiS Corporation was founded in 1998 in Santa Monica, California by Jerry Rao and Jeroen Tas.
In June 2006 Electronic Data Systems (EDS) purchased a controlling stake in the company (52%) for $380 million and operated as an independent EDS unit.
On 13 May 2008, Hewlett-Packard confirmed that it had reached a deal with Electronic Data Systems to acquire the company for $13.9 billion. The deal was completed on 26 August 2008.
In September 2009 MphasiS changed its brand identity by dropping EDS association to become "MphasiS, an HP Company" after HP retired EDS Brand to become "HP Enterprise Services". MphasiS operates as an independent HP subsidiary with its own board and continues to be listed on Indian markets as "MphasiS Limited". Currently HP owns close to 62% in MphasiS and MphasiS gets around 50% of its revenues from HP.
MphasiS marked $1 billion in revenues and registered a consolidated revenue of Rs50.37 billion ($1,099.3 million) for the year ended 31 October 2010 becoming the sixth Indian IT company to do that.
MphasiS is engaged in providing information technology services to its customers around the world. MphasiS provides integrated solutions that include business process outsourcing, infrastructure technology, and application services. The application services offered by the company include application development as well as applications maintenance and support services. The markets served by the company are financial services & insurance, healthcare, manufacturing, government, transportation, communications, and consumer & retail industries.
Mphasis has come up with some of the great service based products in their expertise domain. * Billing as a Service (Insurance domain) * AccelOn - Client on boarding (Banking domain)

2. Organization structure

3. FUNCTIONAL DEPARTMENTS
The main purpose of functional areas is to ensure that all important business activities are carried out efficiently. This is essential if the business is to achieve its aims and objectives. Every organization is made up of different department. Each department contributes to the running of the business.

3.1 Administration Department
The role of administration department within an organization is to process all of the admin and documents for the rest of the company. The admin department will be responsible for ensuring that all records that pass through the department are filed correctly and can be found and referred to if and when they ever become necessary. These will be records of purchases and expenses from different parts of the company and their approval from the finance department.
Activities of Administration department * Housekeeping of the entire Campus. * coordinating all the activities pertaining to day-to-day running of office. * Facilities like Security Services, Housekeeping Services, etc., as required for smooth running of office. * Procurement of Capital & Revenue equipment/consumables for users * STPI approval & Customs Clearance & Bonding of imported equipment & Compliance of Statutory requirements * Organizing Transport – Routine & Late Night transport for employees * coordinating of office facilities like stationary, telephone extension, visiting card printing, Xerox, courier, etc., for employees’ use in the office premises * Monitoring of Catering Services * Organizing Company Leased Accommodation for employees eligible as per company policy * Procurement of Cars for eligible employees under company vehicle scheme * Maintenance of Guesthouses * Maintenance of Gymnasium / Medical Centre / Dormitory * Organizing transport and accommodation for Company guests from outstation as well as for employees traveling to other centers. * Maintenance of office equipments. * Any other facilities as required by the company as and when required * Support to HR in organizing Employee Welfare activities * Respective SBUs are given stock of stationery for use of employees. SBU coordinators will be responsible for issuing and maintaining stock of stationery. * For every 2 workstations, one telephone extension is provided * Administration will get the visiting card printed within 2 working days of receipt of the duly authorized Visiting Card Request Form.

Structure of Administration department
Organization

Head facilities and admin

Sr.Manager –Tech & Admin

Others

3.2 Human Resource Department
An organization cannot build a good team of working professionals without good Human Resources. The key functions of the Human Resources Management (HRM) team include recruiting people, training them, performance appraisals, motivating employees as well as workplace communication, workplace safety, and much more.
Activities of Human Resource Department * Recruitment * Training & Development * Performance Management System * Rewards & Recognition * Employee Engagement * Staff Administration

Corporate HR Responsible at an Organization level for devising Company Policies in areas of * Corporate Recruitment * Training & Development * People Processes * Compensation and Benefits * Staff Administration Handles HR functions on the organization-level like * Recruitment * Compensation & Benefits * People Processes * HR Systems & Administration * Training & Development

Talent Acquisition Team * Responsible for recruitment across the BU’s
Business Unit HR (BU HR) * Focuses on HR process & policy implementation * Interface of management to the employees & vice-versa * Focus on Induction, Performance management, Compensation, Communication, Employee Engagement, and Retention * Helps shape HR policies by routing employee feedback to management

Field Human Resource (FHR) * Responsible for back-end HR operations such as Joining Formalities, Leave & Attendance, Employee Movements (Inland & Overseas) , Issue of Bonafide letters and processing Separations * Executes routine HR transactions for all BUs at a centre with well-defined Processes and SLAs * Includes activities such as Joining Formalities, Transfers & Deputation, Payroll, Employee Benefits, Separations etc.
Appraisal Types * Project Appraisal * Task * Annual Appraisal – optional, though mandatory if Delivery Head sets the commitment * Laterals: Confirmation at the end of six months * Appraisal Cycle: Apr – Mar * Reward Exercise: Once in a year
Criteria for Promotions * Performance * Period of Service
Criteria for Increments * Performance
The awards will be announced in the following categories * CE’s Award * Business Unit with Best Customer Orientation * Best Managed Project
Individual Award * Outstanding performance awards * Excellent performance awards * Valuable contribution awards, Team Performance Awards
Structure of Human Resource Department
Organization

Admin
Accounts
T&D
Talent acquisition
Field HR
BU HR

Employee Motivation Plan

* The Employee Motivation scheme has been introduced to * Motivate the employees * Create a sense of well-being / belonging towards the organization * Empowers managers to instantly reward significant contribution and desired behavior from funds allocated on a Quarterly basis
The Plan operates at 3 levels * Individual * Team, Department
Career Tracks

Building an Appreciative Culture * Employee wishing to appreciate the work/ effort of another employee in the organization addresses this note to the concerned employee with a short description of the work/effort. * Tool to recognize & appreciate efforts * Seeks to build an appreciative culture translating into lasting relationships, improved morale & increased productivity.

Employee care * Health Awareness Program - Create awareness on numerous health related topics. Organize health camps, Blood donation camps, HIV / Aids Awareness, Cancer Awareness and Prevention * Corporate Tie up with Apollo - Benefits to Employees, their spouse and children15% discount for any treatment at Apollo * 10% discount for any treatment at MIOT hospitals * Doctor at the Center - A general physician visits our center twice a week, Plan to also have specialists visit * Guest Lectures - Art of Living, Yoga Workshop, Effective Parenting * As a part of its Corporate Social Responsibility, L&T Infotech is actively engaged in organizing collection drives for victims of natural calamities and for various NGOs

3.3 Finance Department
The role of administration department within an organization is to process all of the admin and documents for the rest of the company. The admin department will be responsible for ensuring that all records that pass through the department are filed correctly and can be found and referred to if and when they ever become necessary. These will be records of purchases and expenses from different parts of the company and their approval from the finance department

Structure of Finance Department

This department is of utmost importance as it is responsible for financial planning, thus ensuring that adequate funds are available for achieving the objectives of the organization. Moreover, it is the finance department which makes sure that the prices are controlled, besides looking after the cash flow and controlling profitability levels. One of the most important jobs of the finance department of a company is to identify the necessary financial information (like return on assets, return on capital employed or the net profitability which reveal the outcome of efforts made by the company and its employees) which should be revealed to managers so that they can make informed decisions and judgments. The department is also responsible for making financial documents and preparing the final accounts so that they can be presented in the annual general meetings of the company.
Aims of finance department
The finance department of a business takes responsibility for organising the financial and accounting affairs including the preparation and presentation of appropriate accounts, and the provision of financial information for managers. The main areas covered by the financial department include:
1. Book keeping procedures.
Keeping records of the purchases and sales made by a business as well as capital spending. These records today are typically kept on computer files. But we still use the term ledger entries to refer to the days when all financial transactions were carefully recorded in thick books (ledgers).
2. Creating a balance sheet and profit and loss account.
Financial statements need to be produced at given time intervals, for example at the end of each financial year. Trial balances are extracted from the ledger entries to create a Balance Sheet showing the assets and liabilities of a business at the year end. In addition, records of purchases and sales are totalled up to create a Profit and Loss (P&L) account.
3. Providing management information.
Managers require ongoing financial information to enable them to make better decisions. For example, they will want information about how much it costs to produce a particular product or service, in order to assess how much to produce and whether it might be more worthwhile to switch to making an alternative product.
4. Management of wages.
The wages section of the finance department will be responsible for calculating the wages and salaries of employees and organizing the collection of income tax and national insurance for the Inland Revenue.
5. Raising of finance.
The finance department will also be responsible for the technical details of how a business raises finance e.g. through loans, and the repayment of interest on that finance. In addition it will supervise the payment of dividends to shareholders.

This department is of utmost importance as it is responsible for financial planning, thus ensuring that adequate funds are available for achieving the objectives of the organization. Moreover, it is the finance department which makes sure that the prices are controlled, besides looking after the cash flow and controlling profitability levels. One of the most important jobs of the finance department of a company is to identify the necessary financial information (like return on assets, return on capital employed or the net profitability which reveal the outcome of efforts made by the company and its employees) which should be revealed to managers so that they can make informed decisions and judgments. The department is also responsible for making financial documents and preparing the final accounts so that they can be presented in the annual general meetings of the company.
The finance department of a company is the function in a business responsible for acquiring funds for the firm, managing funds within the firm, and planning for the expenditure of funds on various assets. Without a carefully calculated business plan, the firm has little chance for endurance. The finance department of a company is responsible for all of the financial aspects of a company, The Finance Department really has two fairly dissimilar jobs to perform in most companies: managing the company’s financial resources (“Finance”) and recording and reporting all its financial transactions (“Accounting”).today’s mid-sized and smaller companies don’t establish separate Finance and Accounting departments within their organizations.

3.4 IT Security Department
Computer security (Also known as cyber security or IT Security) is information security as applied to computers and networks. The field covers all the processes and mechanisms by which computer-based equipment, information and services are protected from unintended or unauthorized access, change or destruction. Computer security also includes protection from unplanned events and natural disasters.

Organization Structure

Organization

Management information security forum

Information security manager

Corporate information security team

IT System administrators and IT Coordinators

Information is - * Intellectual Property * Business and Strategic Plans * Customer Details * Financial Records * Project plans, bids * Employee’s Information Safe – As long as it stays where it should be!

C - I - A

Availability
Integrity
Safeguarding the accuracy and completeness of information and processing methods.
Ensuring that information is accessible only to those authorized to have access
Ensuring that authorized users have access to information and associated assets when required.
Confidentiality

Physical Theft * Theft of devices * Theft of media

Logical Theft * Illegal copying * Stealing password * Hacking * Trojan * Espionage
Social Engineering

Data Corruption * Virus attack * Information modification * Forgery * Sabotage * Fraud
Data Denial * Denial of service * Business continuity risk
Comprehensive – Covers all areas of Information Security
Information Security Management System-Based on ISO 27001 Standard
Involves People, Processes and Technology and is based on a systematic risk assessment
Corporate Information Security Policy
Information Assets are Critical to the success of our Business. We shall therefore, ensure the Confidentiality, Integrity and Availability of the Information Assets of our customers and our company using the most appropriate technology and process.
The Corporate Information Security Manual details the policies, processes and procedures that are implemented to ensure achievement of our Information Security Objectives
ISO 27001 is the upgraded version of BS 7799-2:2002.
L&T Infotech Ltd certified for BS 7799 in February 2004.
L&T Infotech across it’s six centers is ISO 27001 certified in May 2007.
L&T Infotech across it’s six center got re-certified for ISO 27001 in May 2010
Roles
MISF (Management Information Security Forum)
An apex body comprising of top management to review and monitor security policy and its successful implementation (section 4.1.1 of Corporate IT Security Manual)
Information Security Manager
Responsible for the implementation and maintenance of the security policy manual.
To guide the Corporate Information Security team ITSCs and ITSA s on their security responsibilities.
Converter for the MISF meetings.
IT Security coordinator
Ensure the requirements of Security manual are implemented and maintained

4. SWOT Analysis SWOT Analysis | Strengths | 1. Diversified revenue stream
2. Strong customer base3. Global presence4. Strong financial performance, revenue of US $ 650 million and employee strength of 15,000 | Weaknesses | 1. Dependence on mature market. 2. It's large size can be a problem because, the scope of enterprise can be out of control. 3. It tends to problems of change adaptability. 4. There is no separate marketing department as such. | Opportunities | 1. Emerging markets
2. Emerging Cloud computing technology | Threats | 1. High exposure to the foreign markets
2. Bigger MNC's entering India and competing for global clients
3. Economic slowdown and uncertainty. |

5. Best Practices
1. L&T Infotech is concerned about environment protection and is going green by avoiding plastic as far as possible.
2. Most of the work is automated which reduces the usage of paper.
3. L&T Infotech is providing many employee benefits such as transportation facility, canteen facility, allowances, and health and safety measures which increases morale of the employees.
4. Being accredited by ISO 27000 Certification, Security Services claims to be the most important service in L&T-Infotech, which stipulates various norms for IT security.

6. A STUDY ON MOTIVATION ANALYSIS OF ORGANISATION’S CLIMATE (MAO-C) AT L&T INFOTECH

6.1. INTRODUCTION
The purpose of this research is to study the Motivational Analysis of Organizations’ Climate at L&T Infotech. MOTIVATIONAL ANALYSIS OF ORGANISATIONS – CLIMATE (MAO- C)
According to Pareek (2001:129), most organizations have a structure (division of work into units and establishment of linkages among units) and systems (specific ways of managing the major functions of the organization, such as finance, production, marketing, personnel, information, and relationship with the external environment). Most also have norms (accepted patterns of behavior), values and traditions; and these three elements constitute the organizational culture. The main actors in the organization are its top leaders; they and the other employees have their own individual needs in addition to those of the organization. All of these organizational components – structure, systems, culture, leader behavior and the psychological needs of employees – interact with one another and create what may be called “organizational climate”.
Twelve dimensions of organizational climate
Likert (1967) proposes six dimensions of organizational climate (leadership, motivation, communication, decisions, goals and control), while Litwin and Stringer (1968) propose seven dimensions (conformity, responsibility, standards, rewards, organizational clarity, warmth and support and leadership). A review of their studies and those of others indicate that twelve processes or dimensions of organizational climate relate specifically to motivation: 1. Orientation: The dominant orientation of an organization is the main concern of its members, and this dimension is an important determinant of climate. If the dominant orientation or concern is to adhere to established rules, the climate will be characterized by control; on the other hand, if the orientation is to excel, the climate will be characterized by achievement. 2. Interpersonal relationships: An organization’s interpersonal relationship processes are reflected in the way in which informal groups are formed, and such processes affect climate. For example, if groups are formed for the purpose of protecting their own interests, cliques may develop and a climate of control may result; similarly, if people tend to develop informal relationships with their supervisors, a climate of dependency may result.
3. Supervision: Supervisory practices contribute significantly to climate. If supervisors focus on helping their subordinates to improve their personal skills and chances of advancement, a climate characterized by the extension motive may result. If supervisors are more concerned with maintaining good relations with their subordinates, a climate characterized by the affiliation motive may result.
4. Problem management: Problems may be seen as challenges or as irritants. They can be solved by the supervisor or jointly by the supervisor and the subordinate(s) concerned, or they can be referred to a higher level. These different perspectives and ways of handling problems contribute to the creation of an organization’s climate.
5. Management of mistakes: Supervisors’ attitudes toward subordinates’ mistakes develop the organizational orientation, which is generally one of annoyance or concern or tolerance. An organization’s approach to mistakes influences the climate.
6. Conflict management: Conflicts may be seen as embarrassing annoyances to be covered up or as problems to be solved. The process of dealing with conflict has as a significant effect on climate as that of handling problems or mistakes.
7. Communication: Communication, another important determinant of climate, is concerned with the flow of information: its direction (top – down, bottom – up, horizontal), its dispersement (selectively or to everyone concerned), its mode (formal or informal), and its type (instructions or feedback on the state of affairs).
8. Decision-making: An organization’s approach to decision-making may be focused on maintaining good relations or on achieving results. In addition, the issue of who makes decisions is important: people high up in the hierarchy, experts, or those involved in the matters about which decisions are made. These elements of decision making are relevant to the establishment of a particular climate.
9. Trust: The degree of trust, or its absence among various members and groups in the organization, affects the climate. The issue of who is trusted by management, and to what degree, is also relevant.
10. Management of rewards: Rewards reinforce specific behaviours, thereby arousing and sustaining specific motives. Consequently, what is rewarded in an organisation influences the motivational climate.
11. Risk taking: How people respond to risks and whose help is sought in situations involving risk are important determinants of the climate.
12. Innovation and change: Who initiates change, how change and innovation are perceived, and how change is implemented, are all critical factors in establishing the climate.
The way in which these twelve dimensions of climate operate in an organization indicates the underlying motive of top management and the principal motive that is likely to be generated and sustained in the organization’s population. 6.2. Statement of problem
Motivation is one of the most important factors determining organizational efficiency. All organizational facilities will go to waste in absence of motivated people to utilize these facilities effectively. Every superior in the organization must motivate its subordinates for the right types of behavior. The performance of human beings in the organization is dependent on the ability in the motivation.
Hence a research on Motivational Analysis of Organizations’ Climate at L&T Infotech was undertaken.

6.3 Literature Review Authors | year | summary | Bruce and Pepitone | (1999) | Managers cannot motivate employees; managers can only influence what employees are motivated to do. | Shields | (2007) | The role of facilitating quality subordinate-superior communication at various levels effectively employing a wide range of communication channels has been praised by Shields. | Lockley | (2012) | According to Lockley (2012) offering training and development programs that effectively contributes to personal and professional growth of individuals is another effective employee motivation strategy. | Llopis | (2012) | Alternative working patterns such as job-rotating, job-sharing, and flexible working have been branded as effective motivational tools by Llopis. | Wylie | (2012) | Members of management primarily should be able to maintain the level of their own motivation at high levels in order to engage in effective motivation of their subordinates. | Thomas | (2009) | The main challenge of motivation in workplaces is identifying what motivates each individual employee taking into account his or her individual differences. | Kreitner and Cassidy | (2012) | Cross-cultural differences are perceived to be a major obstruction in the way of successful employee motivation. | Abraham Maslow | (1943) | There is a certain hierarchy for individual needs, and more basic human needs need to be satisfied in order for the next level needs to serve as motivators. | Guay et al. | (2010) | Motivation refers to “the reasons underlying behavior”. | Broussard and Garrison | (2004) | The attribute that moves us to do or not to do something. | Deci et al | (1999) | Intrinsic motivation energizes and sustains activities through the spontaneous satisfactions inherent in effective volitional action. It is manifest in behaviors such as play, exploration, and challenge seeking that people often do for external rewards. | Gottfried | (1990) | Gottfried defines academic motivation as enjoyment of school learning characterized by a mastery orientation; curiosity; persistence; task-endogeny; and the learning of challenging, difficult, and novel tasks. | Turner | (1995) | Turner considers motivation to be synonymous with cognitive engagement, which he defines as “voluntary uses of high-level self-regulated learning strategies, such as paying attention, connection, planning, and monitoring. | Stipek | (1996) | According to Stipek, early approaches to the study of motivation were rooted in the literature on extrinsic reinforcement. | Weiner | (1985) | The types of attributions a person holds determine his or her level of motivation according to whether the cause is perceived as something that is changeable and within the person’s control. | Eccles & Wigfield | (2002) | Individuals should be more motivated to the extent that they feel they are in control of their own successes and failures. | Connell & Wellborn | (1991) | Individual differences in the extent to which these basic needs are fulfilled correspond to variation in levels of motivation. |

6.4. Scope of the study:
The main aim of this study is to find out the employee motivation and its impact on Organizations Climate at L&T Infotech, Bangalore and covers employees working at their Bangalore Campus.

6.5. Objectives * To understand the nature of organization climate prevailing at L&T Infotech. * To assess the level of Orientation, Interpersonal relationships, Supervision, Problem management, Management of mistakes, Conflict management, Communication, Decision making, Trust, Management of rewards, Risk taking, Innovation and change. * To study the impact of Orientation, Interpersonal relationships, Supervision, Problem management, Management of mistakes, Conflict management, Communication, Decision making, Trust, Management of rewards, Risk taking, Innovation and change on the overall climate of the organization.
6.6. Hypothesis
Ho: There is no significant association between orientation and overall organizational climate at L&T Infotech.
H1: There is significant association between orientation and overall organizational climate at L&T Infotech.
H0: There is no significant association between problem management and overall organizational climate at L&T Infotech..
H1: There is significant association between problem management and overall organizational climate at L&T Infotech...
H0: There is no significant association between decision making and overall organizational climate at L&T Infotech...
H1: There is significant association between decision making and overall organizational climate at L&T Infotech..
H0: There is no significant association between management of rewards and overall organizational climate at L&T Infotech..
H1: There is significant association between management of rewards and overall organizational climate at L&T Infotech.
H0: There is no significant association between risk taking and overall organizational climate at L&T Infotech.
H1: There is significant association between risk taking and overall organizational climate at L&T Infotech.
H0: There is no significant association between supervision and overall organizational climate at L&T Infotech.
H1: There is significant association between supervision and overall organizational climate at L&T Infotech.

6.7. RESEARCH METHODOLOGY
6.7.a. INTRODUCTION
The purpose of this chapter is to discuss the research methodology followed in the study. The research process is broadly defined and the steps in the research process are highlighted. The method used for each step in the research process is subsequently discussed.
6.7.b. THE RESEARCH PROCESS
“Research” is defined as an active, diligent and systematic process of inquiry in order to discover, interpret or revise facts, events, behaviors, or theories, or to make practical applications with the help of such facts, laws or theories.
Figure 1 is a diagram of the research process, as adapted from Kumar (2003:19). The first step in the research process is to formulate the research problem. The second step deals with the research design and this is discussed in the following section.
Figure 1: The research process
(Source: Kumar, 2003:19) 6.7.c. Tools used for measurement
To measure the organizational climate at L&T Infotech, the motivational analysis of organizations – climate (MAO-C) questionnaire was used. Udai Pareek developed this questionnaire and the reliability of the MAO-C has been reported by Sen (1982) and Surti (1982).
6.7.d. Data collection
The data collected for the study is mainly through the distribution of questionnaire; to be precise the data collected for study was both primary and secondary sources. * Primary Data - Questionnaire. * Secondary Data - Files, Record Books, Company Manuals, Websites and Books.
6.7.e. Sample
The methods of sampling mentioned below was used to collect data in the current study:
Simple random sampling was used for the organizational climate questionnaire. In this situation, each individual case in the population theoretically had an equal chance to be selected for the sample.

6.7.f. Sample size
The questionnaire was distributed among the employees of L&T Infotech and the response was collected from 56 employees of the organization.
6.7.g. Plan of analysis
The hypothesis is tested using Chi-Square analysis with the help of SPSS software. The sum total of each of the motivations, as indicated by the scoring sheet of the test instructions is calculated and the total sum of all the 12 attributes of motivation is computed.
Once the sum of the variables in each motivational culture was obtained, this score was subjected to a formula to obtain an index score.
The formula was:
Index = (score – 12) x100 /60
For the purpose of understanding the association of the dimensions of motivation i,e orientation, problem management, decision making, management of rewards, risk taking and supervision are tested for their association with the overall organizational climate at L&T Infotech further analysis is carried out.The frequency distribution and the class interval is calculated for each score and the total score. The scores of the dimensions of motivation i,e orientation, problem management, decision making, management of rewards, risk taking and supervision are tested for their association with the overall organizational climate at L&T Infotech using Chi-Square test with the help of SPSS software.
Based on the Chi-Square test result the hypothesis is either accepted or rejected.
6.8 Interpretation
The percentages of the scores of each attribute of motivation is calculated and is represented in the form of a graph.

1. Company orientation is an opportunity to lay a solid foundation for a productive, loyal, and healthy relationship with the employees. When workers understand and implement correct and efficient operating procedures, productivity is much higher, workplace accidents are fewer, and the quality of the product will be better
From the graph it could be seen that the average percentage score for the attribute orientation is 58%. The employees feel that the orientation prevailing in the company needs to be improved. 2. An interpersonal relationship is a strong, deep, or close association/acquaintance between two or more people that may range in duration from brief to enduring, and social work. Interpersonal relations at work serve a critical role in the development and maintenance of trust and positive feelings in an organization.The average percentage score for the attribute interpersonal relationships is also 58%. 3. A core function of supervision is to assess worker knowledge, skills, and abilities against the mission, values, and practice standards of the agency with the goal af strengthening worker performance. The average percentage score for supervision is 62% . 4. Problem management is the process responsible for managing the lifecycle of all problems. The primary objectives of problem management are to prevent problems and resulting incidents from happening, to eliminate recurring incidents, and to minimize the impact of incidents that cannot be prevented. The average percentage score for problem management is 72% which is the highest indicating that problem management at L&T Infotech is best among the various attributes of motivation. 5. Management of mistakes is an important factor for the success of a business. The average percentage score for management of mistakes is 68%. 6. Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in organizational setting. The average percentage score for conflict management is 66%. 7. Communication keeps the foundation of motivation. It helps the employer to know how a job is being performed and to improve performance if it is not up to the mark. Communication acts as a source of information and helps in the decision making process and helps in identifying the alternative course of action. The average percentage score for communication is 69%. 8. Decision making is a daily activity for any human being. There is no exception about that. When it comes to business organizations, decision making is a habit and a process as well. Decisions taken affect the entire organization. The average percentage score for decision making is 62%. 9. Trust is also attributable to relationships within and between social groups. It is a popular approach to frame the dynamics of inter-group and inta-group interactions in terms of trust. The average percentage score for trust is 65%. 10. A great performance system does not only recognize and motivate high performers, but also cultivate a performance-driven culture to meet future competition. The average percentage score for management of rewards is 61%. 11. Risk management is the identification, assessment, and prioritization of risks ( as the effect of uncertainty on objectives, whether positive or negative) followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events or to maximize the realization of opportunities. The average percentage score for management of risk is 59%. 12. Innovation is about change. Companies that successfully innovate in a repeatable fashion have one thing in common – they are good at managing change. The average percentage score for innovation and change is 62%.

Chi-square test
The P-value between orientation and the motivational climate at L&T Infotech is as follows. Chi-Square Tests | | Value | df | Asymp. Sig. (2-sided) | Pearson Chi-Square | 141.037a | 51 | .000 | Likelihood Ratio | 111.266 | 51 | .000 | Linear-by-Linear Association | 6.287 | 1 | .012 | N of Valid Cases | 56 | | |

The P-value between problem management and the motivational climate at L&T Infotech is as follows. Chi-Square Tests | | Value | df | Asymp. Sig. (2-sided) | Pearson Chi-Square | 72.606a | 8 | .000 | Likelihood Ratio | 47.574 | 8 | .000 | Linear-by-Linear Association | 28.166 | 1 | .000 | N of Valid Cases | 56 | | |

The P-value between decision making and the motivational climate at L&T Infotech is as follows.

Chi-Square Tests | | Value | df | Asymp. Sig. (2-sided) | Pearson Chi-Square | 27.827a | 8 | .001 | Likelihood Ratio | 22.717 | 8 | .004 | Linear-by-Linear Association | .278 | 1 | .598 | N of Valid Cases | 56 | | |

The P-value between management of rewards and the motivational climate at L&T Infotech is as follows. Chi-Square Tests | | Value | df | Asymp. Sig. (2-sided) | Pearson Chi-Square | 24.362a | 8 | .002 | Likelihood Ratio | 18.880 | 8 | .016 | Linear-by-Linear Association | .646 | 1 | .422 | N of Valid Cases | 56 | | |

The P-value between risk taking and the motivational climate at L&T Infotech is as follows. Chi-Square Tests | | Value | df | Asymp. Sig. (2-sided) | Pearson Chi-Square | 28.706a | 8 | .000 | Likelihood Ratio | 30.117 | 8 | .000 | Linear-by-Linear Association | 6.686 | 1 | .010 | N of Valid Cases | 56 | | | |

The P-value between supervision and the motivational climate at L&T Infotech is as follows. Chi-Square Tests | | Value | df | Asymp. Sig. (2-sided) | Pearson Chi-Square | 28.706a | 8 | .000 | Likelihood Ratio | 30.117 | 8 | .000 | Linear-by-Linear Association | 6.686 | 1 | .010 | N of Valid Cases | 56 | | | |
To understand the motivation level of employees of L&T Infotech, the median of the total score is calculated and the percentage is as follows. median | | Frequency | Percent | Valid Percent | Cumulative Percent | Valid | 1.00 | 31 | 55.4 | 55.4 | 55.4 | | 2.00 | 25 | 44.6 | 44.6 | 100.0 | | Total | 56 | 100.0 | 100.0 | |

1. As the P-value between orientation and the motivational climate is less than 5%, it is clear that there is a significant association between orientation and the motivational climate climate at L&T Infotech. 2. As the P-value between problem management and the motivational climate is less than 5%, it is clear that there is a significant association between orientation and the motivational climate at L&T Infotech. 3. As the P-value between decision making and the motivational climate is less than 5%, it is clear that there is a significant association between orientation and the motivational climate at L&T Infotech. 4. As the P-value between management of rewards and the motivational climate is less than 5%, it is clear that there is a significant association between orientation and the motivational climate at L&T Infotech. 5. As the P-value between risk taking and the motivational climate is less than 5%, it is clear that there is a significant association between orientation and the motivational climate at L&T Infotech. 6. As the P-value between supervision and the motivational climate is less than 5%, it is clear that there is a significant association between orientation and the motivational climate at L&T Infotech. 7. From the median of the total scores, it is found that around 60% of the employees at L&T Infotech are highly motivated. Employee motivation impacts organizational performance by turning work beyond their normal expectations. They are always on the lookout for opportunities that will bring them to the attainment of whatever goal they have set for themselves. They unleash their energy and look at their work as a key to realization of their desired aspirations.

7. Findings Organization structure findings
1. Good Infrastructure which facilitates the employees of the organization to give their best.
2. Offices are located in metros & they give opportunity to work from any location.
3. L&T Infotech has a good organization hierarchy & verticals.
4. L&T Infotech is a good place to start career.
5. Good to learn and explore.
6. Perfect start to a career for the fresher.
7. As the time progressed somewhere down the line the growth speed has slowed down.
8. There is high attrition rate in the organization.
9. Fresh hiring’s are low.
10. there is no separate marketing department in the organization, each business unit has two to three people as marketing crew.

Special task findings 1. The level of Orientation, Interpersonal relationships, Supervision, Problem management, Management of mistakes, Conflict management, Communication, Decision making, Trust, Management of rewards, Risk taking, Innovation and change is assessed. 2. The impact of Orientation, Interpersonal relationships, Supervision, Problem management, Management of mistakes, Conflict management, Communication, Decision making, Trust, Management of rewards, Risk taking, Innovation and change on the overall climate of the organization is found. 3. The nature of organization climate prevailing at L&T Infotech is analyzed.

Conclusion Organization structure
L&T Infotech is well established and developing organization. Organization strictly follows the rules and regulations of the concerned acts. Organization is more concerned about its employees and its progress in that field. They have been providing the surrounding area with all necessary facilities.
The heads of departments were very co-operative in providing the information like the company reports and documents and other requirements of the project.
The organizational study helped us to relate our theoretical knowledge with the practical scenario in the organization. It also helped to know how an effective strive the organization makes to satisfy their valuable customers.
Lastly, the organization study helped in understanding the organization principles, objectives, goals which the organization are applied.

Special task
The special task helped in understanding the nature of organization climate prevailing at L&T Infotech. It helped in assessing the level of Orientation, Interpersonal relationships, Supervision, Problem management, Management of mistakes, Conflict management, Communication, Decision making, Trust, Management of rewards, Risk taking, Innovation and change. It helped in studying the impact of Orientation, Interpersonal relationships, Supervision, Problem management, Management of mistakes, Conflict management, Communication, Decision making, Trust, Management of rewards, Risk taking, Innovation and change on the overall climate of the organization.

Suggestions Organization structure 1. The ratio of male and female employees should be equal. 2. Most importantly the organization suffers from high attrition rate, L&T Infotech should strive to retain their existing employees because they are an important asset of the organization. 3. The organization can establish a separate marketing department to market the products and services. 4. The organization is very restrictive in sharing the information with the existing employees for which employees lack a comfort zone while in the organization. The organization should share information with its employees. 5. Time taken to fill a particular position should be reduced to one week as greater time takes the costs of the company. 6. Standard of training should be raised in the organization as per the employee recruitment. 7. L&T Infotech can concentrate on cloud computing technology as it is an emerging technology and has greater scope. Special task 1. The average percentage score for the attributes orientation and interpersonal relationship are comparatively low, which may be improved. 2. There is significant association between orientation, problem management, decision making, management of rewards, risk taking, supervision and motivational climate in the organization. Hence the organization can improve all these attributes to increase the level of motivation among the employees. 3. The tests indicate that around 60% of the employees are highly motivated. Hence the organization can work on the ways to increase it.

Bibliography 1. NORMAN BLAIKIE, W H. 2003. Analyzing Quantitative Data. Sage Publications Inc: Thousand Oaks. 2. COZBY, P.C. 1985. Methods in Behavioral Research. Third Edition. Mayfield Publishing Company: California. 3. CUMMINGS, T.G., AND C.G. WORLEY.2005. Organization Development and Change. 8th Edition. Thomson: South-Western. 4. EKVALL, G. 1996. Organizational Climate for Creativity and Innovation. European Journal of Work and Organizational Psychology Volume 5. 5. KREITNER, R., & KINICKI , A. 2007. Organizational Behavior. 8th Edition. . Boston. Irwin McGraw-Hill.

Websites 1. (http://en.wikipedia.org/wiki/Correlation#The_sample_correlation) 2. (http://en.wikipedia.org/wiki/Statistical_significance) 3. (http://www.socialresearchmethods.net/kb/stat_t.htm) 4. www.lntinfotech.com

Annexure
MOTIVATIONAL ANALYSIS OF ORGANIZATIONS-CLIMATE (MAO-C)
Name: ……………………………………………
PS.No ……………………………………………
Instructions: Below are twelve categories representing twelve dimensions of organizational climate, and within each category are six statements. You are to rank the statements in each category from 6 (most like the situation in your organization or unit) to 1 (least like the situation in your organization or unit). Do not give the same rank to more than one statement.
1. Orientation
a. People here are mainly concerned with following established rules and procedures b. The main concern of people here is to help one another develop greater skills and thereby advance in the organization c. Achieving or surpassing seems to be people’s main concern here d. Consolidating one’s own personal position and influence seems to be the main concern here
e. The dominant concern here is to maintain friendly relations with others
f. The main concern here is to develop people’s competence and expertise 2. Interpersonal relationships
a. In this organization most informal groups are formed around experts
b. The atmosphere here is very friendly and people spend enough time in informal social relations
c. In this organization strong cliques protect their own interests
d. Business like relationships prevail here, people are warm, but they get together primarily to ensure excellence in performance e. People here have strong associations mostly with their supervisors and look to them for suggestions and guidance
f. People here have a high concern for one another and tend to help one another spontaneously when such help is needed 3. Supervision
a. The purpose of supervision here is usually to check for mistakes and to ‘catch’ the person making the mistake b. Supervisors here strongly prefer that their subordinates ask them for instructions and suggestions
c. Supervisors here take pains to see that their subordinates improve personal skills and chances of advancement
d. Supervisors here reward outstanding achievement
e. In influencing their subordinates, supervisors here try to use their expertise and competence rather than their formal authority f. Supervisors here are more concerned with maintaining good relations with their subordinates than with emphasizing duties performance
4. Problem management
a. People here take problems as challenges and try to find better solutions than anyone else b. When problems are faced here, experts are consulted and play an important role in solving these problems c. In dealing with problems, people here mostly consult their friends d. When working on solutions to problems, people here keep in mind the needs of organizational members as well society at large
e. People here usually refer problems to their superiors and look to their superiors for solutions
f. Problems here are usually solved by supervisors, subordinates are not involved 5. Management of mistakes
a. When people here make mistakes, they are not rejected - instead, their friends show them much understanding and warmth b. Here the philosophy is that the supervisor can make no mistake and the subordinate dare not make one c. Usually people here are able to acknowledge and analyze mistakes because they can expect to receive help and support from others
d. When a subordinate makes a mistake here, the supervisor treats it as a learning experience that can prevent failure and improve performance in the future
e. Subordinates here expect guidance from their supervisors in correcting or preventing mistakes
f. Here people seek the help of experts in analyzing and preventing mistakes
6. Conflict management
a. Most interpersonal and interdepartmental conflicts here arise as a result of striving for higher performance and in analyzing and resolving these conflicts, the overriding consideration is high productivity
b. Here conflicts are usually avoided or smoothed over to maintain the friendly atmosphere c. Arbitration or third-party intervention (usually performed by experienced or senior people) is sought and used here d. In a conflict situation here, those who are stronger force their points of view on others
e. In resolving conflicts here, appeal is made to principles, organizational ideals and the larger good of the organization f. Experts are consulted and their advice used in resolving conflicts here
7. Communication
a. After due consideration those in authority here issue instructions and expect them to be carried out
b. Most communication here is informal and friendly and arises from and contributes to warm relations c. People here ask for information from those who are experts on the subject d. Relevant information is made available to all who need it and can use it for the purpose of achieving high performance here
e. People here communicate information, suggestions and even criticism to others out of concern for them f. Communication is often selective here – people usually give or hold back crucial information as a form of control
8. Decision making
a. While making decisions, people here make special attempts to maintain cordial relations with all concerned
b. Decisions are made at the top and communicated downward and people here generally prefer this c. People who have demonstrated high achievement have a big say in the decisions made here d. Decisions here are generally made without involving subordinate
e. Decisions here are made and influenced by specialists and other knowledgeable people f. Decisions are made here by keeping in mind the good of the employees and of society 9. Trust
a. Only a few people here are trusted by management and they are quite influential
b. Trusting and friendly relations are highly valued here c. Here high value is placed on trust between supervisor and subordinate
d. The specialists and the experts are highly trusted here
e. A general attitude of helping generates mutual trust here
f. Those who can achieve results are highly trusted here
10. Management of rewards
a. Here the main things that are rewarded are excellence in performance and the accomplishment of tasks
b. Knowledge and expertise are recognized and rewarded here
c. Loyalty is rewarded more than anything else here
d. The people who are rewarded here are those who help their junior colleagues to achieve and develop e. The ability to control subordinates and maintain discipline is afforded the greatest importance in rewarding supervisors here
f. The ability to get along well with others is highly rated and rewarded here

11. Risk taking
a. When confronted by risky situations, supervisors here seek the guidance and support of friends
b. In risky situations supervisors here strongly emphasize discipline and obedience to orders
c. In risky situations supervisors here have a strong tendency to rely on expert specialists for their advice
d. Supervisors here generally go to their superiors for instructions in risky situations e. In responding to risky situations, supervisors here take calculated risks and strive above all to be more efficient or productive 12. Innovation and change
a. Innovation or change here is initiated and implemented primarily by experts and specialists
b. Here innovation or change is primarily ordered by top management c. Before initiating innovation or change, supervisors here generally go to their superiors for sanction and guidance
d. Those who initiate innovation or change here demonstrate a great concern for any possible adverse effects on others (in the organization or outside) and try to minimize these effects
e. Innovation or change here is mainly initiated and implemented through highly results-oriented individuals
f. Supervisors here seldom undertake innovations that disturb their existing friendships in the organization or earn the enmity of organizational members