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/ ever one having a computer terminal has access to information $hich he ma retrieve at an time. Offices $ithout $alls are another s m!olic arrangement promoting openness. %n some organizations, even the chief e#ecutive "oes not have a separate e#clusive ca!in0 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 s stems an" innovations.

CONFRONTATION: Confrontation can !e "efine" as facing rather than sh ing a$a from pro!lems. %t also implies "eeper anal sis of interpersonal pro!lems. All this involves ta+ing up challenges. The term confrontation is !eing use" $ith some reservation an" means putting up a front as contraste" $ith putting one's !ac+ to the pro!lem. A !etter term $oul" !e confrontation an" e#ploration (CE). 2et us use the term confrontation in this sense of confrontation an" e#ploration, i.e. facing a pro!lem an" $or+ing 1ointl $ith others to fin" a solution to the pro!lem. The outcome of confrontation $ill !e !etter role clarit , improve" pro!lem solving, an" $illingness to "eal $ith pro!lems an" $ith '"ifficult' emplo ees an" customers. There $ill !e $illingness of teams to "iscuss an" resolve sensitive issues. The in"icators, $hich are also outcomes, can !e improve" ! perio"ical "iscussions $ith clients, !ol" action, an" not postponing stic+ matters.

TRUST: Trust is not use" in the moral sense. %t is reflecte" in maintaining the confi"entialit of information share" ! others, an" in not misusing it. %t is also reflecte" in a sense of assurance that others $ill help, $hen such help is nee"e" an" $ill honor mutual commitments an" o!ligations. Trust is also reflecte" in accepting $hat another person sa s at face value, an" not searching for ulterior motives. Trust is an e#tremel important ingre"ient in the institution !uil"ing processes. The outcome of trust inclu"es higher empath , timel support, re"uce"stress, an" -re"uction an" simplification of forms an" proce"ures. .uch simplification is an in"icator of trust an" of re"uce" paper $or+, effective "elegation an" higher pro"uctivit . AUTHENTICITY: Authenticit is the congruence !et$een $hat one feels, sa s an" "oes. %t is reflecte" in o$ning up one's mista+es, an" in unreserve" sharing of feelings. Authenticit correspon"ence is closer to openness. The outcome of authenticit !et$een mem!ers in an in an organization is re"uce" "istortion in communication. This can !e seen in the organization.

PRO ACTION: Pro action means ta+ing the initiative, preplanning an" ta+ing preventive action, an" calculating the pa offs of an alternative course !efore ta+ing action. The pro action can !e contraste" $ith the term react. %n the latter, action is in

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 !e on" 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!lems0 using fee"!ac+ for improving, ta+ing a fresh loo+ a things, an" encouraging creativit . 4e are so caught up $ith our "ail tas+s that $e often onl use tra"itional, trie" an" teste" $a s of "ealing $ith pro!lems. 4hile these metho"s save time an" energ , the also !lin" us from perceiving the a"vantage of ne$ $a s 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 action0 it implies appl ing past e#perience to current pro!lems to reach !e on". This can !e calle" creativit . Other terms such as

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" ! emplo ees, attempts at improving upon previous $a s of $or+ing, tr ing out a ne$ 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 ps chological climate of an organisation as a pre"ictor of the level of 1o! satisfaction of its emplo ees. %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$een ps chological climate an" 1o! satisfaction. The stu" ta+es into account %n"ia, a countr most amena!le for the purpose lea"ing to a stu" that focuses upon the association !et$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 ps chological 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%&- ,+": ps chological climate, 1o! involvement, organisational commitment, 1o! satisfaction, %n"ia, !usiness management, managerial neo-li!eralisation, ps cholog

A)"t,act: This paper e#plores the nature of organisational ethos prevalent in "ifferent sectors of %n"ian econom using the OCTAPACE profile. Anal sis of "ata collecte" from emplo ees 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 emplo ees $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$een males an" females in their evaluation of organizational culture. K%&- ,+": organisational culture, %n"ia, OCTAPACE profiling, consultants, manufacturing in"ustr , service in"ustr , %T in"ustr , %TE., information technolog sector, authenticit , autonom , openness, confrontation, colla!oration Rati !al% Cultural a$areness in higher e"ucation helps to achieve organizational goals, anal ze 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 $a s in $hich organizations perform ena!le" services, professionall *ualifie" emplo ees, gen"er attitu"es, private sector, pu!lic

their activities0 the environmental facet concerns the conte#t of people, events, "eman"s, an" constraints0 an" the value facet concerns the !eliefs, norms, an" priorities hel" ! personnel. A"ministrators an" researchers shoul" anal ze 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" s stematic efforts. <iven the opportunities an" ! provi"ing the right t pe of climate in an organization, in"ivi"uals can !e helpe" to give full contri!ution to their potentials, to achieve the goals of the organization, an" there! ensuring optimization of human resources. Therefore, to initiate 3:6 practices, a firm philosoph $ith humane an" value !ase" approach has to !e esta!lishe". This $ill result in the esta!lishment of 3:6 culture in the organization, $hich further strengthens practices. Organizational culture inclu"es ethics, values, !eliefs, attitu"es, norms, ethos, climate, environment, an" culture. %t can !e characterize" as consisting of openness (0), colla!oration(C), trust (T), authenticit (A), Proaction (P), autonom (A) confrontation(C) = E#perimentation (E). An" it is a!!reviate" as OCTAPACE. This paper goes on to present the ma1or fin"ings !ase" on "escriptive research "esign un"erta+en $ith the help of structure" *uestionnaires to stu" the OCTAPACE Culture. The results sho$ that the sample organizations "iffer significantl in their OCTAPACE Culture = are having var ing level of OCTAPACE culture.

ORGANI.ATIONAL CULTURE A fun"amental shift is occurring in across the !usiness $orl". 4e are moving progressivel further a$a from a $orl" in $hich national !usiness $ere relativel isolate" from each other ! !arriers ! "istance, time zones an" language0 an" ! national culture "ifferences, an" !usiness s stems. An" $e are moving to$ar" a $orl" in $hich national culture is merging into an inter"epen"ent glo!al culture s stem. %t rapi"l raises a multitu"e of issues for !usiness !oth large an" small. %t creates opportunities for !usiness. ,ut one *uestion has thro$n up a!out in"ivi"ual organisation culture. 3o$ organisation cope $ith this glo!alisation of culture>

The learne" communit al$a s sa s, 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?, 4here 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 A in the evening. 4h 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 emplo ee sa s, ?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 emplo ees, !ut "oes this means that all organisations have a vulture culture, that $hen emplo ee 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 $ere thousan"s of emplo ees in T%.CO = he +ne$ all of them $ith their first name. .ir Bara an 7urt from %B-O.C. sa s, m assets come at D = go !ac+ at A .ir <.6. ,irla !ro+e a stri+e, simpl ! sa ing to his emplo ees that, % am our father = ou are m chil"ren, no in1ustice $ill !e "one to ou so no$ go = resume our $or+, = things $ent off smoothl thereafter. Tal+ing more a!out culture, people are "ue to !e influence" ! the culture the gro$ = live in , for instance a +i" of mi""le class famil $ill !e !rought up $ith values, ethics, morals e.t.c. $hile a !o !elonging to the upper class is !eing taught the lesson

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 st le a"opte" ! its mem!ers in form of share" learning, !ehaviours, values = interests = provi"es the emplo ees $ith a clear un"erstan"ing of the $a perception hel" ! the things are "one aroun" them in their regar"ing their organisation. organisation thus gui"es their further actions. %t is consi"ere" to !e a common emplo ees

Culture in an organisation pla s 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 s stematic 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 s stematic 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+.

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 $e ma "escri!e as the socialisation (a"apting a culture among mem!ers of the organisation). As all goo" !usinessmen are al$a s concerne" $ith the !enefits "erive" from phenomena more than the phenomena itself, let us tr to anal se ho$ "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. Cou $ill !e shoc+e" to note that the performance has raise" li+e an thing, this is all !ecause of the free"om en1o e" ! 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

culture for the o!1ective attainment of the organisation !ecause creating a culture is not tough, $hat actuall the organisation &. 6o emplo ees have high energ levels> '. 6o all emplo ees feel that the can suppl input to the "ecision ma+ers> E. 6oes ever one on the staff un"erstan" the ?!ig picture>? 4. Can an emplo ee spea+ "irectl to an other emplo ee $ithout have to go up an" "o$n the ?chain of comman">? A. 4hen 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? counts is can ou sustain it> ?Ces? responses to these *uestions in"icate our culture is prepare" for an challenges coming in the $a of

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" $here most of the %n"ian companies lag, !ut % strongl comment that even if one has a superior technolog !ut not proper manpo$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. Ces 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

measures, lo alt , surren"ere" personal interests !efore organisational interests an" a!ove all a treatment $ith respect an" humanitarian consi"eration for each emplo ee provi"es this guarantee. Once all such features !ecome the regular features of %n"ian in"ustries, % hope $ish = pre that $e too $ill en1o a mar+ for ourselves in the glo!al tra"e arena.