Octa Pace
Octa Pace
Octa Pace
*Samta Jain, Professor, Co-ordinator and Research Head, IBS Mumbai, India.
**Namrata Mehta, Psychologists and Faculty member J.N.V University, Jodhpur, India.
***Varun Bagai, Management Trainee - Personnel, National Fertilizers Ltd. Noida, India.
Email: samtajain@ibsindia.org, drnmrtmehta@gmail.com, varun.bagai@afl.co.in,
A Study of Organizational Climate and Culture in an Indian Nationalized Bank using an Octapace Survey
Is experienced by employees
Components of
Organizational
Ethos
Organizaonal
Ethos
Organizaonal
Climate
[O] Openness
[C] Confrontaon
[T] Trust
[A] Authencity
[P] Proacon
Organizaonal
Culture
[A] Autonomy
[C] Collaboraon
[E]Experimentaon
Figure 2:- Relationship between Climate and Culture
A Study of Organizational Climate and Culture in an Indian Nationalized Bank using an Octapace Survey
3.4.3 Attitude
Values x Beliefs
Ethics + Attitude
ATTITUDE
Level 3
ORGANISATIONAL
CULTURE
VALUES
&
ORGANISATIONAL
LEVEL 2
BELIEFS
CLIMATE
LEVEL 1
4. OCTAPACE CULTURE
In the present business scenario, firms must adopt
to world class competitiveness for their long term
survival and sustenance. The undeniable global
competition necessitates the simultaneous
fulfillment of various stakeholders demands related
to delivery times, quality, production processes,
equipment, safety, environmental concerns,
workforce etc. To be successful organizations
must be driven by both effective and efficient
management approaches and HR strategies. The
maintenance function has rightfully been positioned
as an integral part of the overall profitability of
A Study of Organizational Climate and Culture in an Indian Nationalized Bank using an Octapace Survey
Indicators
Productive Meetings
4.2 CONFRONTATION
Reduced stress
Simplification of procedures
Outcomes
Indicators
Higher Productivity
4.1.4 AUTHENTICITY
Outcomes
Indicators
Indicators
Bold decisions
Faster decisions
4.1.3 TRUST
4.1.5 PROACTION
A Study of Organizational Climate and Culture in an Indian Nationalized Bank using an Octapace Survey
Detailed Planning
4.1.6 AUTONOMY
Autonomy is using and giving freedom to plan and
act in one's own sphere.
It means respecting and encouraging individual and
role autonomy.
Outcomes
Indicators
4.1.7 COLLABORATION
Collaboration is giving help to, and asking for help
from others. It means working together
(Individuals and groups) to solve problems with
team spirit.
Outcomes
4.1.8 EXPERIMENTATION
Experimentation means using and encouraging
innovative approaches to solve problems, using
feedback for improving, taking fresh look at things
and encouraging creativity.
Thus, we can summarize the OCTAPACE Culture
in the form of following diagrammatic
representation:Confrontation
Facing problems
and challenges
boldly and not
carpeting them
Openness
Freedom to
communicate,
share and interact
without hesitation
Trust
Building a sense
of assuarance
and condence
in each other
Authenticity
Congruence
between what
one feels ,says
and does
Proaction
Taking Initiative,
Preplanning and
taking Preventive
action
Collaboration
Giving help to and
accepting help from
others as in a team
Autonomy
Using and giving
freedom to plan and
act in ones own
sphere
A Study of Organizational Climate and Culture in an Indian Nationalized Bank using an Octapace Survey
Hypothesis Testing
2.
MATHEMATICAL APPROACH
Mean values
= Mean of Confrontation
= Mean of Pro-Autonomy
= Mean of Autonomy
STATISTICAL APPROACH
= Mean of Trust
= Mean of Authenticity
= Mean of Collaboration
= Mean of Experimentation
Alternate Hypothesis (H1):The mean values of Octapace variables does
not equate with each other.
1 ? 2 ? 3 ? 4 ? 5 ? 6 ? 7 ? 8
To study the hypothesis and one way ANOVA
was deployed.
A Study of Organizational Climate and Culture in an Indian Nationalized Bank using an Octapace Survey
ANOVA ANALYSIS
Stat.cal
Variables
Openness
Confrontation
Trust
Authenticity
Proaction
Autonomy
Collaboration
Experimentation
Count
Sum
229
229
229
229
229
229
229
229
3,684
3,666
3,166
3,052
3,733
2,978
3,551
3,381
Average
Variance
16.087
16.009
13.825
13.328
16.301
13.004
15.507
14.764
7.212
6.386
6.759
3.976
7.597
2.610
4.348
4.970
ANOVA
Source of
variation
Between
Groups
Within
Groups
Total
ss
df
2,792.104
9,999.397
12,791.502
MS
7.000 398.872
Pvalue
F
72.759
0.000
F crit
2.015
1,824.000 5.482
1,831.000
Table 2:- ANOVA
A Study of Organizational Climate and Culture in an Indian Nationalized Bank using an Octapace Survey
Correlation Analysis
Correction
Openness
Openness
0.758
0.085
Trust
0.362
Authenticity
0.735
Proaction
0.246
Autonomy
0.691
Collaboration
Experimentation 0.627
Confrontation
confrontation
0.195
0.447
0.750
0.257
0.683
0.646
Trust
0.179
0.248
0.720
0.238
0.271
Authenticity
0.390
0.117
0.403
0.349
Proaction
0.110
0.671
0.733
Autonomy
0.215
0.152
Collaboration
0.547
Experimentation
Gender
Analysis per criteria has been
Age
done in 4.5.3 - Criteria wise
Location
Analysis
Grade
Employee's association with the organization
Variables
Openness
Confrontation
Trust
Authenticity
Proaction
Autonomy
Collaboration
Experimentation
Lowest Score
9
9
7
6
6
8
10
8
Highest Score
20
20
20
20
20
19
20
19
A Study of Organizational Climate and Culture in an Indian Nationalized Bank using an Octapace Survey
Mean Score
16.087
16.009
13.825
13.328
16.301
13.004
15.507
14.764
118.825
Variables
openness
confrontation
Trust
Authenticity
Proaction
Autonomy
Collaboration
Experimentation
TOTAL
Low
13
13
13
10
13
11
13
11
High
17
17
17
14
17
16
17
16
97
131
Combining the Table 6, Table 7 gives us the range and the actual
Score obtained from the survey, giving a fair idea of tendency of each dimension
aWEshkar Vol. XVIII Issue 2 September 2014 WeSchool 60
A Study of Organizational Climate and Culture in an Indian Nationalized Bank using an Octapace Survey
Variables
openness
confrontation
Trust
Authenticity
Proaction
Autonomy
Collaboration
Experimentation
TOTAL
Low
13
13
13
10
13
11
13
11
Result
16.087
16.009
13.825
13.328
16.301
13.004
15.507
14.764
High
17
17
17
14
17
16
17
16
97
118.825
131
A Study of Organizational Climate and Culture in an Indian Nationalized Bank using an Octapace Survey
Openness
45.33
16.85
42.18
15.68
25.76
9.58
21.05
7.82
45.15
16.79
22.36
8.31
39.04
14.51
28.12
3
2
1
35.72
14.32
4.63
11.91
8.45
7.53
38.78
16.07
2.97
12.93
9.48
4.83
38.43
22.36
13.45
100%
12.81
13.19
21.88
35.63
32.14
11.18
11.88
18.96
18.18
38.52
13.54
2.79
12.84
7.99
4.55
31.35
30.31
15.98
10.45
17.89
25.99
36.51
20.00
4.45
12.17
11.80
7.24
45.07
20.79
6.03
100%
Confrontation
100%
Trust
Authenticity
100%
Proaction
100%
Autonomy
100%
Collaboration
100%
Experiment
100%
How to Read
RANK VARIABLE WISE PERCENTAGE VALUES
The above arrows indicate the rank wise percentage. It says of all 229 responses, the
share of variables in Rank 1 is as follows: Openness
7.53%
Confrontation
4.83%
Thus, it can be deduced
Trust
21.88%
these are major conce
areas
Authenticity
18.18%
for organization as th
share
Proaction
4.55%
is relatively high in th
rank
Autonomy
25.99%
which indicates Low
Level in
Collaboration
7.24%
the organization.
Experimentation
9.80%
Table 8 indicates the Variable wise percentage values for
Openness.
Of 229 responses,for the variable Openness
A Study of Organizational Climate and Culture in an Indian Nationalized Bank using an Octapace Survey
Rank
4
Percentage
45.33
35.72
14.32
4.63
100%
Rank 4
Rank 3
Rank 2
Rank 1
45.33%
35.72%
14.32%
4.63%
42.18%
38.78%
16.07%
2.97%
25.76%
38.43%
22.36%
13.45%
21.05%
35.63%
32.14%
11.18%
45.15%
38.52%
13.54%
2.79%
22.36%
31.35%
30.31%
15.98%
39.04%
36.51%
20.00%
4.45%
28.12%
45.07%
20.79%
6.03%
A Study of Organizational Climate and Culture in an Indian Nationalized Bank using an Octapace Survey
A Study of Organizational Climate and Culture in an Indian Nationalized Bank using an Octapace Survey
o
o
A Study of Organizational Climate and Culture in an Indian Nationalized Bank using an Octapace Survey
Collaboration Experimentation is at a
satisfactory level.
A Study of Organizational Climate and Culture in an Indian Nationalized Bank using an Octapace Survey
REGION WISE
o
Confrontation,Authenticity,Proaction, level in
all the four regions is having the tendency
towards higher side of norms
GENDER WISE
o
A Study of Organizational Climate and Culture in an Indian Nationalized Bank using an Octapace Survey
5.5 RECOMMENDATIONS
2.
3.
4.
A Study of Organizational Climate and Culture in an Indian Nationalized Bank using an Octapace Survey
6.
7.
8.
9.
2.
Feza Tabassum Azmi & Richa Sharma profiling the OCTAPACE Culture: An
Empirical Study [Online].India, December
2007.
Available from www.iupindia.com
3.
5.6 CONCLUSION
Organization where the focus is on Openness,
Confrontation and Experimentation, performs
better and become more productive. Fighting and
adjusting to the issues require patience, systematic
approach and timely feedback. Culture, which is
based on negative energy and degenerates the
organizational processes. In the course of time, it
is reflected on the poor performance of the
organization. Ethos that fosters honesty and trust,
replenish member's energy, build collective
A Study of Organizational Climate and Culture in an Indian Nationalized Bank using an Octapace Survey
4.
6.
7.
8.
9.
QUOTES
The will to win, the desire to succeed,
the urge to reach your full potential...these are the keys
that will unlock the door to personal excellence.
Eddie Robinson
The starting point of all achievement is desire.
Napoleon Hill