HRD culture

PRESENTED BY:-Kumud kumar gangilReg. :- 130607012Dept. Of Pharmacy Management(Pharmaceutical Administration)MCOPS, MANIPAL

GUIDED BY:-Pradeep M MuragundiAsst. professorDept. Of Pharmacy

ManagementMCOPS, MANIPAL

Flow of presentation1. Introduction2. Ideal characteristics of HRD culture3. How do you see culture4. Types of culture5. Values to examine the developed profile of an HRD

culture6. Importance of Top management style in building

HRD culture7. How employees learn HRD culture8. Auditing the HRD culture9. Conclusion 10. References

Introduction • Human Resource Development (HRD) is

the framework for helping employees develop their personal and organizational skills, knowledge, and abilities.

(Susan M. Heathfield)

• Human Resource Development includes such opportunities as employee training, employee career development, performance management and development,

• Culture is the set of important understanding that members of an community share in common

(vijay sathe)

• A Human Resources Development (HRD) culture is one in which employee development and job satisfaction are paramount. The goal is workforce excellence; to that end employees are provided mentoring, coaching and extensive training

• Most professional organisations, multinational and well-run organisations by business families like the Tatas and the Birlas are known for their culture

• They have a capability to sustain themselves against many difficulties and challenges due to their culture

• Companies like L&T, Hindustan levers, Crompton Greaves, Sundram Fasteners, Maruti Udyog, TELCO, etc. are known for their strong culture

Ideal characteristics of HRD culture

Ideal HRD culture

characteristics

How Do You See Culture

• The visual and verbal components of an HRD culture are noticeable every day at work. Whether you are walking through a work area, sitting in an office, attending a meeting, or eating in the lunchroom, the HRD culture surrounds you and permeates your working life.

Culture is represented in your group's:• language,• decision making,• symbols,• stories and legends, and• daily work practices.

Types of culture

Authoritarian

Participativ

e Mechanisti

c

Organic Sub and

dominant

Types

1. Authoritarian culture• Authoritarianism is a form of government• There is a centralization of power with the

leader and obedience to orders and discipline are stressed

• It is assumed that leader know what is good for the HRD and always acts in its interest

2. Participative culture• Tends to emerge where most HRD

members see themselves as equals and take part in decision-making

3. Mechanistic culture• This culture exhibits the values of

bureaucracy• Authority flows down from the top of the

HRD to the lower levels• It resist change and innovation

4. Organic culture• Emphasis on task accomplishment, team

work and free flow of communication• There is flexibility, change and innovation

5. Sub-culture and Dominant culture• A subculture is a group of people with a

culture (whether distinct or hidden) which differentiates them from the larger culture to which they belong

• HRD culture emerges when there is an integration of all departments (subculture) into a whole

Values to examine the developed profile of an HRD culture

OCTAPACE

openness

Collaboration

Trust and Trustworthi

ness

Authenticity

Proactive

Autonomy

Confrontation

Experimentation

.

1.Openness

where people feel free to express their ideas, opinions and feeling to each other irrespective of their level, designation etc

2. CollaborationWhere people are eager to help each otherThere is spirit of sacrifice for the sake of each other and larger goals

3.Trust and trustworthiness

People believing each other and acting on the basis of verbal message and instructions without having to wait for written instructions or explanations

4. Authenticity

Speaking the truth fearlessly and keeping up the promises madeThey never promise or commit to things just to please other

5. Proactive

Promotes initiative and exploration on the part of all employeesEncourages every one to take initiative and make thing happen

6. Autonomy

Every role-holder in the organisation, irrespective of his level, has some scope to use discretion in his jobThere should be scope to choose one’s activities and role

7. Confrontation Facing issue squarelyPeople can be relied upon to treat issues not as a personal assault but as focus areas needing improvement

8. Experimentation

Orientation on the part of the employees to try out new ways of doing things and take new decisionsIt characterises a risk-taking culture in the organisation

Importance of Top management style in building culture• An OCTAPACE culture can be built only by

an enlightened top management

• Top management includes the owners, board of directors, unit heads, heads of departments and even sectional heads

• Their style of functioning has a larger impact on culture creation

Top management style

Developmental style

Critical style

Benevolent or

paternalistic style

Culture

1. Benevolent or paternalistic style

This style is indicated by a belief and behaviour that treat all subordinates affectionately – like a parent or father figure treats his childrenSuch a style promotes OCTAPACE only to some extent

2. Critical style

They believe in close supervision and constant monitoringThey are oriented towards meeting short-term goalsThey cannot tolerate mistakes and complain bitterly if conflicts arise

3. Developmental style

Can be considered as the real HRD style of managementManager believes in empowering the subordinates or the employees who work with her to such extent that they become fully autonomous and independent in working out their growth and competence

How employees learn HRD culture

Stories

Rituals Material symbols

Language

• Depicting the past events of the HRD• Some HRD actually try to manage this element of culture

learning

• Repetitive sequential activities reinforcing the values of the HRD

• Conveying social equality, desired HRD behaviour, etc. By the top management.

• Acceptance and preservation of culture

Stories

Rituals

Material symbols

Language

Auditing the HRD culture

• To what extent do people (employees) feel free to express their views and opinions?

• Are they encouraged to do so?

• Is there a culture of collaboration and teamwork?• Do people try to help each other?

Openness

Collaboration

• What is the extent to which people honour their commitments?• Do people trust each other?• Do people carry out what they say?

• Do people say what they mean?• Are people authentic in their approach?

Trust and trustworthiness

Authenticity

• Are employees encouraged to take the initiative?• What is the extent to which proaction takes place?

• To what extent do people, at all levels, have the scope to take decisions on their own?

• Is there some freedom available at each level to undertake new activities?

Proaction

Autonomy

• Does the culture encourage open discussion of issues and problems?

• Are people habituated to discuss and resolve issues openly?• Is there a problem-solving culture or approach?

• what is the extent to which employees are encouraged to experiment with new ideas?

• Is the organisation known to encourage innovations?

Confrontation

Experimentation

Conclusion • The culture of any organisation has a

tremendous impact on its success and therefore, culture building is a critical function.

• Indian managers have been found to exhibit benevolent or paternalistic, critical (autocratic and coercive) and developmental (participative and empowering) styles.

• Of these, the developmental style is the most conducive for creating an OCTAPACE culture

• The OCTAPACE culture can be called the HRD culture and the developmental style the HRD style

• If the style is not developmental, the HRD culture may be difficult to establish and the HRD systems and strategies may have limited impact

References 1. What is mean by HRD culture - Ask

Community[INTERNET][cited 2014 february1] available from:

www.ask.com › All › Business, Finance & Law2. What Is Culture? - Human Resources -

About.com[INTERNET][cited 2014 february3] Available from:

humanresources.about.com › ... › Glossary - C

3. Rao T.V; HRD audit-HRD styles and culture7th

ed. Sage publications india Pvt. Ltd new delhi;2004.p.100-111

4. HRD Culture – SlideShare[INTERNET][cited 2014 february 5] Available from:

www.slideshare.net/friendsalways0102/organizational-culture-2131164

5. Authoritarianism - Wikipedia, the free encyclopedia[INTERNET][last updated 2014 january 24 cited 2014 february 4]Available from:

en.wikipedia.org/wiki/Authoritarianism

6. Participative decision-making - Wikipedia, the free encyclopedia[INTERNET][last updated 2013 November 30,cited 2014 february 4]Available from:

en.wikipedia.org/wiki/Participative_decision-making

7. Organic organisation - Wikipedia, the free encyclopedia[INTERNET][last updated 2013 October 31,cited 2014 february 4] Available from:

en.wikipedia.org/wiki/Organic_organisation