ABSTRACT HRD believes that individuals in an organization have unlimited potential for growth and development and that their potential can be developed and multiplied through appropriate and systematic efforts. Given the opportunities and by providing the right type of climate in an organization, individuals can be helped to give full contribution to their potentials, to achieve the goals of the organization, and thereby ensuring optimization of human resources. Therefore, to initiate HRD practices, a firm philosophy with humane and value based approach has to be established. This will result in the establishment of HRD culture in the organization, which further strengthens practices. Organizational culture includes ethics, values, beliefs, attitudes, norms, ethos, climate, environment, and culture. It can be characterized as consisting of openness (0), collaboration(C), trust (T), authenticity (A), proaction(P), autonomy(A) confrontation(C) & Experimentation (E). And it is abbreviated as OCTAPACE. This paper goes on to present the major findings based on descriptive research design undertaken with the help of structured questionnaires to study the OCTAPACE Culture for marketing professionals in IT Industry. Data is based on the responses from five top management personnel & 25 marketing personnel from the sample of five IT organizations in the year 2003. This paper employs certain statistical tools for assessing whether the hypotheses that had been formed are valid or not. The results show that the sample organizations differ significantly in their OCTAPACE Culture & are having varying level of OCTAPACE culture.
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Introduction & Brief Review Human Resource Development may be defined as a continuous process to ensure the development of employee competencies, dynamism, motivation and effectiveness in systematic and planned way. It has been defined as essentially consisting of three Cs: Competencies, Commitment and Culture. All three are needed to make an organization function well. Without competencies organization may not be the cost effective or optimally efficient. Without commitment, these may not be overcome at all or are done at such a slow pace that they lose relevance. Without an appropriate culture, organization cannot last long. Culture provides the sustaining force and spirit for the organization to live. It provides oxygen needed for them to survive. Words used in the context of organizational culture include ethics, values, beliefs, attitudes, norms, ethos, climate, environment, and culture. Ethics refers to normative aspects – what is socially desirable. Values, beliefs, attitudes, and norms are interrelated. Interactions between beliefs and values result in attitude formation (beliefs* values = attitudes) and then produce norms. Culture-related concepts also can be seen as multilevel concepts. At the core (first level) are the values, which give a distinct identity to a group. This is the ethos of the group. The Random House Dictionary defines ethos as ‘the fundamental character or spirit of a culture…. dominant assumptions of people or period”. Organisational ethos are core values. The seven values of organizational ethos were suggested (Rao & Pareek): 1. Openness: Spontaneous expression of feelings and thoughts and receiving feedback and information without defensiveness; 2. Confrontation: Facing – not shying away from – problems; deeper analysis of interpersonal problems; taking on challenges; 3. Trust: Maintaining confidentiality of information shared by others and not misusing it; a sense of assurance that others will help when needed and will honor mutual obligations an commitments; 4. Authenticity: Congruence between what one feels, says, and does; owning one’s actions and mistakes; unreserved sharing of feelings; 5. Proaction: Initiative; preplanning and preventive action; calculating pay-offs before taking action; 6....
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ANNEXURE OCTAPACE PROFILE Name:_____________________________JobTitle: ____________________________ Organization: ________________________Date:_____________________________ This instrument will help you to look at some values and beliefs of your organization. Below are statements that indicate some organizational values. If these are values of top management, they generally will be shared in an organization. Read each statement and indicate in the blank to the left of the statement how much spirit contained in the statement is valued in your organization. Please be candid in answering. Instructions: Use the following key for your responses: 4 = Very highly valued in the organization 3 = Valued in the organisation 2 = Given rather low value in the organization 1= Not valued in the organization ________1. Free interaction among employees, each respecting the feelings, competence, and judgment of others. ________2. Facing problems, not shying away from them. ________3. Offering moral support and help to employees and colleagues in crisis. ________4. Congruity between feelings and expressed behavior. ________5. Preventive action on most matters. ________6. Employees’ taking independent action relating to their jobs. ________7. Teamwork and team spirit. ________8. Employees ' trying out innovative ways of solving problems. ________9. Genuine sharing of information, feelings, and thoughts in meetings. ________10.Going deeper rather than doing surface-level analysis of interpersonal problems.
________11. Interpersonal contact and support among employees. _______12 Tactfulness, cleverness, and even a little manipulation to get things done. _______13 Superior’s encouraging their subordinates to think about their development and take action in that direction. _______14. Close supervision and direction of employees regarding action _______15. Accepting and appreciating help offered by others. _______16. Encouraging employees to take a fresh look at how things are done. _______17. Free discussion and communication between superiors and subordinates. _______18. Facing cha1lenges inherent in the work situation. ________19. Confiding in superiors without fear that they will misuse the trust. ________20. "Owning" mistakes made. ________21. Considering both positive and negative aspects before taking action. ________22. Obeying and checking with superiors rather than acting on one ' own. s ________23. Performing immediate tasks rather than being concerned about larger organizational goals. _________24. Making genuine attempts to change behaviour on the basis of feedback received. ________ 25. Effective managers suppress their feelings. ________ ________ ________ 26.Pass the buck tactfully when there is a problem. 27. Trust begets trust. 28 Telling a polite lie is preferable to telling the unpleasant truth.
__________29. Prevention is better than cure. _________ 30. Freedom for employees breeds lack of discipline. _________31. Emphasis on teamwork dilutes individual accountability. _________32. Thinking and doing new things tones up organizational vitality.
_________33. Free and candid communication between various level helps in solving problems. __________34.Surfacing problems is not enough; we should find the solutions. _________ 35. When the situation is urgent and has to be dealt with, you have to fend for yourself. __________36. People are what they seem to be. __________37. A stitch in time saves nine. __________38. A good way to motivate employees is to give them autonomy to plan their work. _________39. Employee involvement in developing the organization ' mission and s goals contributes to productivity. __________40. In today ' competitive situation, consolidation and stability are more s important than experimentation.
Source : Pareek Udai (1994), "Studying Organisational: The OCTAPACE Profile". In J.WilliamPfeiffer 's.The 1994 AnnualDeveloping Human Resources (153-166)publis. by Pfeiffer & Co.
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