OCTAPACE -Organizational Surveys

According to Studies
The challenges for todays managers and HR professionals is to establish standards for maintenance and reliability of practices, creating an appropriate information system to collect facts, building enthusiasm and initiating enabling action plans. Organisational Instruments facilitates in meeting these challenges. One approach to improving the effectiveness is to develop and implement Total People Management with OCTAPACE

P-O Fit for Organisational Excellence

Person-Organization fit has been defined and conceptualized in four ways (Kristof, 1996): value congruence (Chatman, 1991); goal congruence (Vancouver & Schmitt, 1991); the match between the employees needs and preferences and the reinforcers available in the work environment (Cable & Judge, 1994); and the match between the (non-value) personality of the individual and organizational culture (Bowen, Ledford, & Nathan, 1991).

Organisational Culture

A pattern of basic assumptions invented, discovered or developed by a given group as it learns to cope with its problems of external adaptation and internal integration that has worked well enough to be considered valid (Schein,1985) As the ethos/values members of an organization share. A relatively enduring characteristic of an organization which distinguishes it from other organizations (Moran and Volkwein,1992) Is the key source of differentiation for competitiveness

Understanding and achieving of P-O fit.

Organisational Climate

to how organizational environments are perceived and interpreted by its employees (James and James,1989, 1990; James and Jones, 1974) as the perceptions that employees share about what is important in the organization, obtained through their experiences on the job and their perceptions of the kinds of behaviors management expects and supports (Schneider and Bowen,1995)

as the way in which organizational members perceive and characterize their environment in an attitudinal and valuebased manner(Denison, 1996; Moran and Volkwein, 1992; Verbeke, Volgering, and Hessels, 1998)

Culture Vs. Climate

Similarities

Dissimilarities Both emphasize Climate from interactionist consistency and psychology while culture from consensus among symbolic school of sociology the members of the Climate is descriptive while unit culture is normative Composed of beliefs Climate is in all organisations or individual while only a few org has cognitions strong norms Historical, enduring Org.members experience and resistance to Climate; may not experience change culture Tendency toward Climate is shared perceptions differentiation with whereas culture is shared members assumptions

OCTAPACE Profile

Developed By:- Dr. Udai Pareek Purpose:- To measure Organizational Ethos in terms of different values Definition: underlying spirit or character of an entity or group and is made up of its beliefs, customs and practices

Were Used: General Managers Managers of three steel plants Construction Managers Managers of diary cooperatives College and University teachers

Barometer: Psychological Temperature

OCTAPACE Profile

Reliability:

Split-half reliability was found to be 0.81 (0.7725) on the 135 college and university teachers. Internal consistency of all the 40 items was quite high with the total score. Social desirability effect was also measured by Kurtosis and Skewness on al the 40 items and found higher Kurtosis

Validity: Indirectly tested by comparing the scores from three departments ranked by two judges each of their effectiveness. Test shows no difference between different ranked departments

OCTAPACE Profile Questionnaire

40 questions, which are distributed among 8 Organizational Values/ETHOS 5 questions are allotted to each of the Organizational Values/ETHOS Scale of 1-4 varies from very low value to very highly valued for ( Questions: 1-24) and Very widely shared belief to only a few or none have this belief (Questions: 25-40) Finds out the degree of the Organizational Values/ETHOS Different job impose importance on different ETHOS Higher degree of ETHOS are generally preferred

Openness

Confrontation

Trust

Experimenting

Authenticity

OCTAPACE

Collaboration

Autonomy

Proaction

Values/Dimensions
Openness motivational trigger presentation of feelings and thoughts Sharing information absence of defensiveness and inhibitions Confrontation facing problems and difficulties squarely a deeper analysis of interpersonal problems taking of challenges overcoming shyness and avoidance behaviors Trust maintaining confidentiality of information shared appropriate usage of information sense of assurance that others will help when needed Authenticity congruence between what one feels, says, and does owning up ones mistakes unreserved sharing of feelings

Proaction taking initiative, pre-planning preventive action calculating the pay-offs of an alternative course before taking action
Autonomy using and giving freedom to plan and act in ones own sphere respecting and encouraging individual and role autonomy building self-confidence for carrying out a task taking initiative for a difficult work Collaboration giving help to, and asking help from, others working together (both individuals and groups) to solve problems developing team spirit Experimentation using and encouraging innovative approaches to solve problems, using feedback for improvement taking a fresh look at things encouraging creativity

OCTAPACE SCORE
NAME Amit Dhar Shruti MC Pradeep Kulkarni Vijay Kumar I R Nagaraj Yogesh Kumar Sunita Nair Paru Pareek Yamuni Singh Thakur Manoranjan Dhal Sourav Banarjee Surindar Pal Singh Openness Confrontation Trust 14 17 9 14 15 15 15 14 13 12 14 15 17 17 17 11 12 18 19 14 20 12 12 19 15 13 14 12 13 12 16 14 14 18 13 13 17 15 16 Authenticity Proaction AutonomyCollaborationExperimentation Total 11 15 10 15 16 13 13 16 13 12 15 15 14 14 14 18 14 19 18 11 17 12 13 17 19 16 10 11 11 13 13 15 15 13 12 9 16 14 15 14 14 11 13 16 16 14 16 13 16 15 15 18 13 12 11 14 18 16 14 15 10 12 18 17 15 107 112 94 107 131 126 110 129 98 99 131 125 124

Descriptive Statistics
Minimum Variables Openness Confrontation Trust Authenticity Proaction Maximum Mean Standard Deviation

6.00

20.00

15.65 3.52

5.00
8.00 8.00 7.00 7.00

20.00
20.00 18.00 20.00 20.00

16.07 3.26
14.47 2.30 13.57 2.14 14.42 2.50 14.42 2.50

Autonomy
Collaboration Experimentation

8.00
5.00

19.00
20.00

14.13 2.15
14.14 2.51

Correlation of OC with other variables

Total OC
Total LH Total Burnout Total Commitment Total OSE Total OC Total Strain Total IP -.949(**) -.939(**) .857(**) .838(**) 1 .168(**) .934(**)

Case-2 Descriptive
Minimum Openness Confrontation Trust Authenticity Proaction Autonomy Collaboration 7.00 6.00 Maximum 20.00 20.00 Mean 14.6800 15.0000 Std. Deviation 4.09300 4.11071

8.00
9.00 8.00 8.00

20.00
18.00 20.00 20.00

14.0400
13.1800 14.0200 14.0200

2.93438
2.78985 3.18472 3.18472

8.00

19.00

13.7200

2.75563

* Correlation is significant at the 0.05 level (2-tailed). ** Correlation is significant at the 0.01 level (2-tailed).

Building Organizational Ethos

Generating Openness Encouraging Confrontation Building Trust Promoting Authenticity Creating proactive systems Promoting Autonomy Fostering Collaboration Facilitating and Rewarding Experimentation

Developing Climate

Creating and aligning the vision Improving work life quality Providing opportunities for creativity and innovation Design adaptive and flexible systems Developing participative management Managing Conflict among cross functional employees Information management systems for effective communication Integrating HR subsytems

Model of Culture Changing Management (SPST Model) Dr.Udai Pareek, 2007

Structural
Stable Temporary Information Rewards Budget Guidelines

Elements
systems

Strategy

Anchoring and using strengths Sensitivity to stonewalling Competency-building Developing key institutions Sanction and support System ownership

Processes

Tactics

Incremental Planning Action research approach Mentoring Process awareness & orientation Counseling Organisational Norms

Prepare in advance One step at a time Prepare for the journey Go together Stop and review progress Reinforcement Perseverance