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CONCEPTUAL FRAMEWORK

The OCTAPACE profile is a 40-item instrument that gives the profile of

organization's ethos in eight values. These values are openness, confrontation, trust,

authenticit, pro action, autonom, colla!oration an" e#perimentation. The instrument

contains t$o parts. %n part %, values are state" in items & to 4 (three statements of

each of the eight values), an" the respon"ent is re*uire" to chec+ (on a 4-point scale)

ho$ much each item is value" in his organization. Part contains si#teen statements

on !eliefs, t$o each for eight values, an" the respon"ent chec+s (on a 4-point scale)

ho$ $i"el each of them is share" in the organization.

%n a""ition to chec+ing the items on the e#tent of their importance or sharing in the

organization, the respon"ent can also chec+ ho$ much the shoul" !e value", or ho$

much the !eliefs are useful. Thus present as $ell as "esire" an" i"eal profiles can !e

o!taine".

OPENNESS:Openness can !e "efine" as a spontaneous e#pression of feelings an"

thoughts, an" the sharing of these $ithout "efensiveness. Openness is in !oth

"irections, receiving an" giving. oth these ma relate to i"eas (inclu"ing

suggestions), fee"!ac+ (inclu"ing criticism), an" feelings. or e#ample, openness

means receiving $ithout reservation, an" ta+ing steps to encourage more fee"!ac+

an" suggestions from customers, colleagues an" others. imilarl, it means giving,

$ithout hesitation, i"eas, information, fee"!ac+, feelings, etc. Openness ma also

mean spatial openness, in terms of accessi!ilit. %nstalling internal E-mailing ma !e

a step in this "irection/ everone having a computer terminal has access to

information $hich he ma retrieve at an time. Offices $ithout $alls are another

sm!olic arrangement promoting openness. %n some organizations, even the chief

e#ecutive "oes not have a separate e#clusive ca!in floor space is share" ! other

colleagues at "ifferent levels in the organization. This $illingness to share an" this

openness results in greater clarit of o!1ectives an" free interaction among people. As

a result of openness, there shoul" !e more un!iase" performance fee"!ac+. %n"icators

of openness in an organization $ill !e pro"uctive meetings an" improve"

implementation of sstems an" innovations.

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response to an act from some source, $hile in the former the action is ta+en

in"epen"ent of the source. or e#ample, if a person shouts !ac+ at his frien"'s

accusation he sho$s reactive !ehavior. 3o$ever, if he "oes not use this pattern !ut

respon"s calml an" suggests that the "iscuss the pro!lem together, he is sho$ing

proactive !ehavior. Pro activit gives initiative' to the person to start a ne$ process or

set a ne$ pattern of !ehavior. Pro activit involves unusual !ehavior. %n this sense pro

activit means freeing oneself from, an" ta+ing action !eon" imme"iate concerns. A

person sho$ing pro activit functions at all the three levels of feeling, thin+ing an"

action. .

AUTONOMY:Autonom is using an" giving free"om to plan an" act in one's o$n

sphere. %t means respecting an" encouraging in"ivi"ual an" role autonom. %t

"evelops mutual respect an" is li+el to result in $illingness to ta+e on responsi!ilit,

in"ivi"ual initiative, !etter succession planning. The main in"icator of autonom is

effective "elegation in organization an" re"uction in references ma"e to senior people

for approval of planne" actions.

COLLABORATION:Colla!oration is giving help to, an" as+ing for help from,

others. %t means $or+ing together (in"ivi"uals an" groups) to solve pro!lems an"

team spirit. The outcome of colla!oration inclu"es timel help, team $or+, sharing of

e#periences, improve" communication an" improve" resource sharing. The in"ication

coul" !e pro"uctivit reports, more meetings, an" involvement of staff, more 1oint

"ecisions, !etter resource utilization an" higher *ualit of meetings.

EXPERIMENTING: E#perimenting means using an" encouraging innovative

approaches to solve pro!lems using fee"!ac+ for improving, ta+ing a fresh loo+ a

things, an" encouraging creativit. e are so caught up $ith our "ail tas+s that $e

often onl use tra"itional, trie" an" teste" $as of "ealing $ith pro!lems.

hile these metho"s save time an" energ, the also !lin" us from perceiving the

a"vantage of ne$ $as of solving a pro!lem. The more $e $or+ un"er pressure, the

less is our inclination to tr a "ifferent approach as the ris+ seems to !e too high. An"

et, comple# pro!lems re*uire ne$ approaches to their solutions. Organizational

learning "oes not impl repetitive action it implies appling past e#perience to

current pro!lems to reach !eon". This can !e calle" creativit. Other terms such as

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innovations, e#periments, ne$ approaches, etc. also conve the same meaning.

There are several aspects of creativit in an organization. Creativit is reflecte" in

ne$ suggestions generate" ! emploees, attempts at improving upon previous $as

of $or+ing, tring out a ne$ i"ea to $hich one has !een e#pose", innovating ne$

metho"s, an" thin+ing a!out a pro!lem $hile ignoring so calle" constraints. The last

one is also calle" lateral thin+ing, i.e. thin+ing aime" at generating alternatives. There

is enough evi"ence that such thin+ing contri!utes to$ar"s the "evelopment of ne$

pro"ucts, ne$ metho"s an" ne$ processes.

LITERATURE REVIEW

Implicati!" # t$% impact # p"&c$l'ical climat% ! () "ati"#acti!: a "t*+& #

I!+ia! ,'a!i"ati!"

The current stu" focuses on pschological climate of an organisation as a pre"ictor of

the level of 1o! satisfaction of its emploees. %t "ra$s upon literatures that suggest t$o

varia!les, namel, organisational commitment an" 1o! involvement i"entifie" to

provi"e a mo"el that cause" me"iation in the association !et$een pschological climate

an" 1o! satisfaction. The stu" ta+es into account %n"ia, a countr most amena!le for

the purpose lea"ing to a stu" that focuses upon the association !et$een the varia!les

from the perspective of neo-li!eralisation $herein ne$ management thoughts an" i"eas

$ere ma"e accessi!le to %n"ian organisations. The stu" "ra$s heavil upon previous

stu"ies ma"e ! the pioneer in this fiel" namel, 5ai .P. inha. 6ata collecte" for the

purpose of this stu" $ere su!1ecte" to goo"ness of-fit tests using E7 proce"ure. %t

$as conclu"e" that pschological climate in"ee" ma+es an" in"irect pre"iction of 1o!

satisfaction through organisational commitment as $ell as 1o! involvement as the

significant me"iators.

K%&-,+":

pschological climate, 1o! involvement, organisational commitment, 1o! satisfaction,

%n"ia, !usiness management, managerial neo-li!eralisation, pscholog

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A)"t,act:

This paper e#plores the nature of organisational ethos prevalent in "ifferent sectors of

%n"ian econom using the OCTAPACE profile. Analsis of "ata collecte" from

emploees of &8 "ifferent organisations !elonging to consulting, manufacturing,

services an" %T9%TE sectors in"icate that significant "ifferences e#ist in the culture of

organisations in the "ifferent sectors. Authenticit an" autonom are more value" in

consulting as compare" to the manufacturing an" services in"ustries. Openness an"

confrontation are higher in the %T9%TE sectors, $hile colla!oration is higher in the

manufacturing sector. Private sectors have an open an" a trusting culture as compare"

to the pu!lic sector. :esults also reveal that emploees $ho are professionall

*ualifie" rate confrontation, authenticit an" autonom higher than those $ho are not

professionall *ualifie". 3o$ever, no significant "ifference e#ists !et$een males an"

females in their evaluation of organizational culture.

K%&-,+":

organisational culture, %n"ia, OCTAPACE profiling, consultants, manufacturing

in"ustr, service in"ustr, %T in"ustr, %TE, information technolog ena!le"

services, professionall *ualifie" emploees, gen"er attitu"es, private sector, pu!lic

sector, authenticit, autonom, openness, confrontation, colla!oration

Rati!al%

Cultural a$areness in higher e"ucation helps to achieve organizational goals, analze

organizations, e#plain "ifferences among organizations, an" unif personnel. Cultural

a$areness is also important !ecause culture influences the ma+ing an"

implementation of "ecisions. T$o ma1or research vie$s regar"ing organizations an"

organizational culture have "evelope". irst, the functional vie$ regar"s

organizational values as a!solute, culture as an ontological entit, an" culture as a

pro"uct of the organization. 3ere, researchers e#amine causal la$s, o!serva!le

!ehaviors, an" organizational structures. contrast, the interpretive approach

regar"s organizations as cultures that su!1ectivel create their o$n realities. 3ere,

researchers assess ho$ personnel interpret their organizations. ;n"er the interpretive

para"igm, three facets of culture furnish a frame$or+ for interpreting culture in

organizations. The structural facet concerns the $as in $hich organizations perform

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their activities the environmental facet concerns the conte#t of people, events,

"eman"s, an" constraints an" the value facet concerns the !eliefs, norms, an"

priorities hel" ! personnel. A"ministrators an" researchers shoul" analze culture in

their o$n organizations to re"uce conflict an" to promote the sharing of goals.

3:6 !elieves that in"ivi"uals in an organization have unlimite" potential for gro$th

an" "evelopment an" that their potential can !e "evelope" an" multiplie" through

appropriate an" sstematic efforts.

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The learne" communit al$as sas, a compan is ! people not machines, ou 1ust

concentrate on our men an" it $ill !e them $ho $ill !e after our machines, thus

$ill save most of our precious time.

%n the stammering summer of ma this ear, % $as !us $ith m research $or+ on a

similar su!1ect in one of the ol"est $or+ing cement plant in the %n"ian in"ustr, to !e

fortunate enough % ha" the opportunit to meet a 5apanese "elegation out there, the

fact that $hen it comes to pro"uctivit no one ma "ou!t the 5apanese efficienc, the

"ifference the foun" in the %n"ian counterpart $as of ?organizational $or+ culture?,

here completion of the allocate" 1o! is given prime importance, the %n"ian

counterpart !elieves in $or+ing for @ hours, people come at @ in the morning to go

!ac+ at in the evening. h chil"ren $al+ to school = run to home is $hat % coul"

associate $ith this.

5ust a ear !efore to this inci"ence, % $as on to m research pro1ect for one of %n"ia's

lea"ing pharmaceutical compan, sharing his thoughts on the compan, an emploee

sas, ?the culture of m compan is vulture?, though further "iscussions reveale" that

the reasons for this "issatisfaction $ere personal not professional as he $as into a 1o!

of chance not of choice, though his arguments to his comment $ere that $hen % return

from this cruel, !rutal = merciless $orl", m !oss eagerl $aits for me to return 1ust

to e#hi!it his !ossism, is this not the stor of all %n"ian emploees, !ut "oes this

means that all organisations have a vulture culture, that $hen emploee fails to

perform he is laz = $hen !oss "oes the same he is too !us, no pro!a!l not.

ir :oussie 7o"i once state" his success secret that there $ere thousan"s of

emploees in T%CO = he +ne$ all of them $ith their first name.

ir Baraan 7urt from %BO sas, m assets come at D = go !ac+ at

ir

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of materialism right from his chil"hoo". The same applies to an organisation = its

mem!ers, the onl "ifference !eing that a societ has social culture $hile an

organisation has an organisational culture.

Organisation culture thus starts up $ith a common life stle a"opte" ! its mem!ers

in form of share" learning, !ehaviours, values = interests = provi"es the emploees

$ith a clear un"erstan"ing of the $a things are "one aroun" them in their

organisation thus gui"es their further actions. %t is consi"ere" to !e a common

perception hel" ! the emploees regar"ing their organisation.

Culture in an organisation plas at "ifferent levels, "ominant culture $hich is share"

= accepte" ! the ma1orit of the organisations mem!ers, the ne#t level to come are

the su!cultures that e#ist at the micro level that reflect the common pro!lems =

situations face" ! ever mem!er in the organisation $ithin his o$n group or

"epartment. A culture a"opte" in the organisation ma !e *uite possi!l !ase" on the

national culture or even the local societal = religious norms.

Thus in a nutshell vie$ it ma sai" that the organisational culture is a social glue that

helps to hol" the organisation together.

To me culture is nothing else than a managerial 1argon given ! the societ of fe$

learne" people, if $e simpl tr to follo$ the !asics of life $e ma fin" management

is none other than an art of governing functions in a sstematic manner, $here the

management is 1ust li+e mother $ho "espite +no$ing all the pro!lems manages to

!ring a million "ollar smile on her face simpl to +eep her chil" a$a from tensions,

is this not $hat culture as+s for> %n a nation li+e %n"ia $here the slogan is unit in

"iversit, is this not the resem!lance of organisational culture $here "ifferent people

strive for a common goal un"er one single flagship thus, is an organisation not the

reflection of societ> 6on't $e +no$ that the !est $a to get things "one from

someone is ! treating him $ith "ignit respect = humanit, $hich is the first lesson

to !e taught to !uil" a health culture> Then $hat is so special a!out organisational

culture, it is all a!out a sstematic effort to manage people an" channelise their efforts

for the attainment of organisational goal ! provi"ing them $ith congenial con"itions

to live thin+ = $or+.

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The ne#t thing to !e "iscusse" is ho$ "oes an organisational culture comes into

e#istence, all this starts $ith the philosoph of the father figure = the foun"ers of the

organisation, $ho then tr to recruit = select the manpo$er of their "esires $ho

match their fre*uenc $hen it comes to the thoughts, philosophies, values = !eliefs,

thus here $e are $ith a group of people stan"ing in hierarch $ith a common state of

min", = this is the stage $e ma "escri!e as the socialisation (a"apting a culture

among mem!ers of the organisation).

As all goo" !usinessmen are al$as concerne" $ith the !enefits "erive" from

phenomena more than the phenomena itself, let us tr to analse ho$ "oes

organisational culture !enefits an organisation> %t has "irect lin+s to the performance

of an in"ivi"ual, although if ou impose a culture on our men the results $ill never

cross the confine" !oun"aries of minimum specifications as enforcement +ills

creativit an" ma+es the 1o! monotonous. On the other han" ou let our men to

"erive their o$n culture, $hich ma+es them feel at ease = then monitor the response.

ou $ill !e shoc+e" to note that the performance has raise" li+e anthing, this is all

!ecause of the free"om en1oe" ! our men $hich is the most "ominating factor for

the improvement of their creativit, sense of !elonging to the 1o! = the organization

= o!viousl to their happ = "elighte" moo" that uplifts their performance, !ehin"

all this there is one single factor $hich is none other than the concern for people =

not for the results, as a matter of fact, it $ill !e people no$ $ho $ill pla a crucial

role for the attainment of results = not ou as it is their responsi!ilit $hich the $ill

realise soon as ou realize concern for them as our responsi!ilit.

%magine something happening in our organization = ou are not a$are of it, $ill ou!e a!le to contri!ute !est of our potential later $hen as+e" to "o so, the ans$er $ill

pro!a!l !e no, this ma !e the possi!le stor of ever common man, thus this is

$hat organisational culture tells to avoi", a health organisational culture is not

in"ivi"ual in nature rather a groupe" effort $hich !rings common !enefits to all, a

slightest mista+e might lose the man an" his sense of !elonging for ever so $hen

magic $or"s of organisational culture start the start $ith openness.

%t !ecomes ver essential to +no$ all the factors that "eci"e the vali"it of our

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culture for the o!1ective attainment of the organisation !ecause creating a culture is

not tough, $hat actuall counts is can ou sustain it> ?es? responses to these

*uestions in"icate our culture is prepare" for an challenges coming in the $a of

the organisation

&. 6o emploees have high energ levels>

. 6o all emploees feel that the can suppl input to the "ecision ma+ers>

. 6oes everone on the staff un"erstan" the ?!ig picture>?

4. Can an emploee spea+ "irectl to an other emploee $ithout have to go up an"

"o$n the ?chain of comman">?

. hen things happen *uic+l, "oes the staff maintain a positive attitu"e>

8. %s top management ?visi!le>?

F. Are pro!lems a""resse" as soon as the appear>

The more enthusiastic our ?es,? the !etter prepare" ou are. ?Bo? responses are

in"icators of organizational issues that re*uire imme"iate attention.

A health organisational culture rests on eight strong pillars of ?OCTAPACE?

referring to openness, confrontation, trust, authenticit, proactive, autonom,

colla!oration = e#plicitness.

%n the current scenario of a cut throat competition, ma"e $orse $ith the

emergence of li!eralise" glo!alise" = privatise" economic era $here the "omestic

in"ustries fin" it tough to face the competition pose" ! the multinational

companies from "evelope" nations $ith superior technolog resulting in !etter

output at lo$er prices, man people argue that technolog is the fiel" $here most

of the %n"ian companies lag, !ut % strongl comment that even if one has asuperior technolog !ut not proper manpo$er to e#ploit = cultivate it $hat ma

!e the use of hol"ing such a"vance" technolog, one might ac*uire the !est of the

man po$er !ut $hat is the guarantee that the $ill strive for the organisational

goal.

es the health organisational culture $ith an open environment, fille" $ith the

feeling of mutual trust = confi"ence, $ith a""e" flavour of authenticit, sense of

colla!oration, free"om = autonom a""e" to the responsi!ilities, proactive

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