Confiding in the senior without fear of their misusing trust. Considering both positive and negative aspects before taking action. Performing immediate tasks rather than being concerned about large organizational goals. Making genuine attempts to change behavior on the basis of feedback received.
Pass the buck tactfully when there is a problem. Telling a polite lie is preferable to tilling the unpleasant truth. Free and frank communication between various levels helps in solving problems. Surfacing problems is not enough; we should find the solutions. People are what they seem to be.
A good way to motivate employees is to give them autonomy to plan their work. Such a climate is characterized as consisting of the following characteristics i. The author is Uday Parekh. They face the issues squarely without hiding them or avoiding them for fear of hurting each other. They anticipate issues and act or respond to the needs of the future. Involves strategies, work out plans of action, and implement them together. This questionnaire I am referring to is not Training needs assessment questionnaire but a questionnaire administered to the Participants before[..
I am looking for a tool on leadership assessment or an organization with whom we me and my company can collaborate with for further use. I am very new in this. Can any one help me to find a good Assessment Tool or vendors? Any well known vendors? I am new to this[.. Download Thread Octapace. Open navigation menu.
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Is this content inappropriate? Report this Document. Flag for inappropriate content. This, is the basic ethos of the group. The and its effects on the firm's performance. An expected Random house dictionary defines ethos as "the outcome of the initiative was the emergence of the fundamental character or spirit of a culture". The third level concept relates to 'atmosphere'. It is defined as a distinct quality or environment that affects The manufacturing sector was found to have a better the existence or development of someone or something.
Rohmetra found that an intimate degree of trust Abraham ;Alphonsa ;Bhardwaj and Mishra enjoyed in the bank which he studied. Sharma and Purang ;Kumar and Patnaik indicates that the culture of showed that there exists a good degree of trust the OCTAPACE values is imbibed in the culture of many among the middle level managers in an organization in organizations to good or moderate degree.
These values engineering sector. Mufeed in organization is willing to take risks and to experiment with his empirical study on the culture in hospitals found that the new ideas and new ways of doing things. Krishna and Rao value of authenticity has been well developed. Alphonsa surveyed the organization climate of the BHEL which indicted that there existed reasonably good climate shows that the environment of openness works well among of the value of authenticity in private hospitals.
Rainyee middle and senior managers in the company. However, Shakeel determining the HRD climate showed that the environment in his studies found it at a low level. Alphonsa found a good level of and to show a high degree of pro-activity. They antiCipate openness in the private hospital of Hyderabad.
Employees have freedom to three universities under study. They face the issues without that the value of autonomy responded poorly by actually fearing of hurting anyone or avoiding them. Kumar employees. Rainayee in his empirical study found and Patnaik conducted a study on post graduate the value of autonomy is missing in banks. Alphonsa Collaboration involves working together and using one in his study on HRD climate in private hospitals of another strength for a common cause.
Individuals, instead Hyderabad found that there existed a reasonably good of solving their problems by themselves ,share their value of confrontation. Mufeed has conducted study concerns with one another and prepare strategies ,work out in one of the leading hospital SKIMS aboutthe perception of plans of action, and implement them together.
Bhardwaj the medical staff towards HD climate and indicated that and Mishra in their empirical study found that the there exist a good climate for value of confrontation. Also, private sector managers perceived collaboration in their Mufeed and Gurkoo in their study in universities of organization at an above average level. Krishna and Rao , spirit and collaboration in both the banks are satisfactory.
Rohmetra and Shakeel in their studies on culture found that the value of confrontation was perceived Experimentation at a low degree. Experimentation emphasizes the importance of innovation Trust and trying out new ways of dealing with problems in the organization. Krishna and Rao found the value of is one of the fastest growing segments of the Information experimentation was responded to favourably among the Technology Enabled Services ITES industry.
Mufeed found the Few of the motivation factors as to why BPO is gaining value of experimentation has been discouraging in hospital. Part 1 contains 24 items 3. Business Risk Mitigation representing three statements for each of the eight values 4. Utilization Improvement a four-point scale, how much each item is valued in his organization. Part 2 contains 16 items, two each for the A. Hutchison 3 Global Services Pvt.
Located at Mumbai and Pune and were five statements. For both parts of the questionnaire, spread across an area of over 5,17, sq.
In order over 10, employees in the age group of 30 years. Finally 50 responses were obtained and As indicated in table 1, the mean values is highest for used for analysis. The two organizations were named to express their feeling and thought, and share them organization A and B respectively.. Experimentation 1. Hutchison 3G and JP Morgan encourages its employees towards innovative approaches to solve problems, using the feedback for improving; taking 2.
To analyze different components of Organization culture a fresh look at things and that it encourages creativity. The within each of these 2 companies and find correlation. To compare and evaluate the difference in cultures in the shows that the employees are having a comparative less 2 companies by testing the following hypothesis freedom to plan and act in their own sphere.
Deviation Std. A BPO differentiates Trust 25 In this process of problem solving, they congruence between what one feels, says, and does. Authenticity is close to openness. They There is a positive correlation between two variables.
It foresee and plan for future. They are open to correlation between two variables. They trust each other new ideas and want to experiment new things. They are proactive in innovative in their approach towards problems solving. There is high Confrontation and collaboration 0. Correlation is significant at the 0. Error Mean Openess 25 Morgan is a leader in financial services, offering It has been helping its clients do business and that employees are having comparatively less freedom to manage their wealth for more than years.
Table 3 plan and act in their own sphere. There is overall culture of indicates the dimensions of organization culture in the pro-action and confrontation in organization to solve organization B. The highest mean scores is of pro-action problems.
They accept and creative ideas. As indicated in table 6 ,the t-calculated what another person says at the face value and do not for each OCTAPACE values to compare culture in two search for ulterior motives.
There is also a spontaneous organization are discussed below. Thanks a lot for this organisational ethos questionnaire. It will be a great help Can this tool be used to ascertain the gap between the existing Culture and desired Culture in an organisation or one needs to conduct some other gap analysis too? Thanks for sharing.
Shrija are you working or a consultant now? It is a famous questionnaire used to measure the organizational ethos.
This questionnaire is proposed by Dr. Udai Pareek. This is tested to have. These values are openness, confrontation, trust, authenticity, proaction , autonomy, collaboration and experimentation.
The instrument contains two parts. In part I, values are stated in items 1 to 24 three statements of each of the eight values , and the respondent is required to check on a 4-point scale how much each item is valued in his organisation.
Part 2 contains sixteen statements on beliefs, two each for eight values, and the respondent checks on a 4-point scale how widely each of them is shared in the organisation. In addition to checking the items on the extent of their importance or sharing in the organisation, the respondent can also check how much they should be valued, or how much the beliefs are useful. Thus both present as well as desired and ideal profiles can be obtained.
From the key appended , the items marked with an asterisk are first reversed so that 4 becomes 1, 3 becomes 2, 2 becomes 3 and 1 becomes 4.
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