assignment on odc actapace
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ASSIGNMENT ON
In the partial fulfillment of the requirement for the degree of MBA
Session: 2010-2012
SUBMITTED TO: SUBMITTED BY:
Mrs. SAVINA GOYAL ANUP KUMAR
ASSISTENT PROFESSOR MBA 2nd
Sec (A)
Roll No.5405
SCHOOL OF MANAGEMENT STUDIES
PUNJABI UNIVERSITY, PATIALA
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OCTAPACE
Todays organisations are guided by competition. Organisations have to compete to get into new
markets, introduce new products, raise capital in the market, increase market share and get the
best people in the industry. Assets that have been acquired need to be retained and efforts need to
be taken to enhance their value. This needs human resources who are primarily responsible to
enhance their value and also of other assets. To enable human resources, organisations need to
effectively deploy them through human resource practices and management of organizational
culture. So Human Resource Development (HRD) is needed to develop competencies of
individual employees through its various interventions. HRD as a concept demands a supportive
organisation culture to take root. It enriches the work life in an organisation and aims to link
productivity with a sense of personal fulfillment. HRD involves all decisions that influence the
human resources in the organization. Employees enable an organisation to achieve its goals and
the management and development of these resources is critical to an organisations success. In
this context, it becomes more important to provide a conducive organizational climate. HRD is
more personnel-oriented and believes that participation and communication would bring about
greater commitment, efficiency and growth of individuals.
The most crucial constituent within an organization is constantly being challenged by the
changing environmental conditions with many organizations. The improving machinery,
advanced technology, the ever-rising feeling of the management for survival and growth have
contributed to the need for a serious inquiry into the type of activities taken up by the HRD
department and to know about the systems, goals and strategies adopted by the management
while practicing HRD. As the tendencies of the employees and HRD climate vary, as and when
circumstances change, it is important for an industry to keep in mind the development of human
resources in the areas of competency, risk-taking, trust, co-operation, team spirit and in
communication. To cope with the existing workload, without downsizing the structure, the
researcher felt that there should be proper inquiry on the HRD competencies needed for every
employee to perform his role effectively. As performance highly depends on the training
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package, there arises a probe into reviewing the effectiveness of training function also. While
identifying the areas of improvement for the individual, it becomes essential to evolve strategies
for developing people towards planning their career and make them aware of the opportunities
available in the industry. It is not enough to make them realize only their career development, but
it is also important to develop superior subordinate relationship through effective counseling
services. Every manager in the industry holds the authority and role to be played as a counselor,
which would create an atmosphere of openness, commitment and trust. The researcher got
interested to take up a descriptive study comprising of seven dimensions namely HRD practice
profile, HRD climate, HRD competency, Training effectiveness, Career planning and
development, Effective counsel Effective counselor's attitude and OCTAPACE profile.
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OCTAPACE CONCEPT
Organisation Culture
Understanding and stating organisation culture has gained importance in todays organisation
because it is critical to sharpening competitive advantage. The organisation culture is a system of
organizational symbols, beliefs, values and shared assumptions and it is the social force that
controls the patterns of organizational behaviour by shaping members cognition and perception
of meanings and realities.
OPENNESS: Openness can be defined as a spontaneous expression of feelings and thoughts, and
the sharing of these without defensiveness. Openness is in both directions, receiving and giving.
Both these may relate to ideas (including suggestions), feedback (including criticism), and
feelings. For example, openness means receiving without reservation, and taking steps to
encourage more feedback and suggestions from customers, colleagues and others. Similarly, it
means giving, without hesitation, ideas, information, feedback, feelings, etc. Openness may also
mean spatial openness, in terms of accessibility. Installing internal E-mailing may be a step in
this direction: everyone having a computer terminal has access to information which he may
retrieve at any time. Offices without walls are another symbolic arrangement promoting
openness. In some organizations, even the chief executive does not have a separate exclusive
cabin; floor space is shared by other colleagues at different levels in the organization. This
willingness to share and this openness results in greater clarity of objectives and free interaction
among people. As a result of openness, there should be more unbiased performance feedback.
Indicators of openness in an organization will be productive meetings and improved
implementation of systems and innovations.
CONFRONTATION: Confrontation can be defined as facing rather than shying away from
problems. It also implies deeper analysis of interpersonal problems. All this involves taking up
challenges. The term confrontation is being used with some reservation and means putting up a
front as contrasted with putting one's back to the problem. A better term would be confrontation
and exploration (CE).
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TRUST: Trust is not used in the moral sense. It is reflected in maintaining the confidentiality of
information shared by others, and in not misusing it. It is also reflected in a sense of assurance
that others will help, when such help is needed and will honor mutual commitments and
obligations. Trust is also reflected in accepting what another person says at face value, and not
searching for ulterior motives. Trust is an extremely important ingredient in the institution
building processes.
AUTHENTICITY: Authenticity is the congruence between what one feels, says and does. It is
reflected in owning up one's mistakes, and in unreserved sharing of feelings. Authenticity is
closer to openness. The outcome of authenticity in an organization is reduced distortion in
communication. This can be seen in the correspondence between members in an organization.
PRO ACTION: Pro action means taking the initiative, preplanning and taking preventive action,
and calculating the payoffs of an alternative course before taking action. The pro action can be
contrasted with the term react. In the latter, action is in response to an act from some source,
while in the former the action is taken independent of the source.
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. It develops mutual respect and
is likely to result in willingness to take on responsibility, individual initiative, better succession
planning. The main indicator of autonomy is effective delegation in organization and reduction
in references made to senior people for approval of planned actions.
COLLABORATION: Collaboration is giving help to, and asking for help from, others. It means
working together (individuals and groups) to solve problems and team spirit. The outcome of
collaboration includes timely help, team work, sharing of experiences, improved communication
and improved resource sharing. The indication could be productivity reports, more meetings, and
involvement of staff, more joint decisions, better resource utilization and higher quality of
meetings.
EXPERIMENTING: Experimenting means using and encouraging innovative approaches to
solve problems; using feedback for improving, taking a fresh look a things, and encouraging
creativity. We are so caught up with our daily tasks that we often only use traditional, tried and
tested ways of dealing with problems.
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QUESTIONNAIRES
Section 1
4 if it is highly valued 3 if it is given a fairly high
value Answer in theway provided
alongside 2 if it is given a ratherlow value
1 if it is given a very lowvalue
Respond to the following items on the answersheet
4 3 2 1
1) Free interaction among employees, each respectingothers,feelings,competence and sense of judgement.
2) Facing and not shying from problems.
3) Offering moral support and help to employees and colleagues in acrisis.
4) Congruity between feelings and expressed behaviour(minimumgap between what people say and what people do
5) Preventive actions on most matters
6) Taking independent action relating to their jobs
7) Team work and team spirit
8) Trying out innovative ways of solving problems
9) Genuine sharing of information, feelings and thoughts in meetings
10) Going deeper rather than doing surface-analysis of interpersonalproblems
11) Interpersonal contact and support among people
12) Tactfulness, smartness and even a little manipulation to getthings done
13) Seniors encouraging their subordinates to think about theirdevelopment and take action in that direction.
14) Close supervision of, and directing employees on, action
15) Accepting and appreciating help offered by others
16) Encouraging employees to take a fresh look at how things aredone
17) Free discussion and communication between seniors andsubordinates
18) Facing challenges inherent in the work situation
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19) Confiding in seniors without fear and they will misuse the trust.
20) Owning up to mistakes
21) Considering both positive and negative aspects before takingactions.
22) Obeying and checking with seniors rather than acting on yourown.
23) Performing immediate tasks rather than being concerned aboutlarge organization goals.
24) Making genuine attempts to change behaviour on the basis offeedback.
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OCTAPACE PROFILESection 2
4 if it is a very widelyshared belief
3 if it is fairly widelyshared
Answer in the
way providedalongside 2 if only some persons inthe organization share this
belief 1 if only a few or none have
this belief
Respond to the following items on the answer
sheet4 3 2 1
25) Effective managers put a lid on their feelings
26) Pass the buck tactfully when ever there is a problem
27) Trust begets trust
28) Telling a polite lie is preferable to telling the unpleasant truth
29) Prevention is better than cure
30) Freedom to employees breeds indiscipline
31) Usually, emphasis on team work dilutes individual accountability
32) Thinking out and doing new things tones up the organizationsvitality
33) Free and frank communication between various levels helps insolving problems
34) Surfacing problems is not enough; we should find the solutions
35) When the chips are down you have to fend for yourself (peoplecannot rely on others in times of crisis
36) People generally are what they appear to be
37) A stitch in time saves nine
38) A good way to motivate employees is to give them autonomy toplan their work
39) Employees involvement in developing an organizations missionand goals contributes to productivity
40) In todays competitive situations, consolidation and stability aremore important than experimentation
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HYPOTHESIS INTERPRETATION:
H01 : There is no significant difference in the mean scores of the employees from the BANK of
INDIA Bank and ICICI Bank banking sectors on the dimension openness.
Ha1 : There is significant difference in the mean scores of the employees from the BANK of
INDIA Bank and ICICI Bank banking sectors on the dimension openness.
H02 : There is no significant difference in the mean scores of the employees from the BANK of
INDIA Bank and ICICI Bank banking sectors on the dimension confrontation.
Ha2 : There is significant difference in the mean scores of the employees from the BANK of
INDIA Bank and ICICI Bank banking sectors on the dimension confrontation.
H03 : There is no significant difference in the mean scores of the employees from the BANK of
INDIA Bank and ICICI Bank banking sectors on the dimension trust.
Ha3 : There is significant difference in the mean scores of the employees from the BANK of
INDIA Bank and ICICI Bank banking sectors on the dimension trust.
H04 : There is no significant difference in the mean scores of the employees from the BANK of
INDIA Bank and ICICI Bank banking sectors on the dimension authenticity.
Ha4 : There is significant difference in the mean scores of the employees from the BANK of
INDIA Bank and ICICI Bank banking sectors on the dimension authenticity.
H05 : There is no significant difference in the mean scores of the employees from the BANK of
INDIA Bank and ICICI Bank banking sectors on the dimension proaction.
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Ha5 : There is significant difference in the mean scores of the employees from the BANK of
INDIA Bank and ICICI Bank banking sectors on the dimension proaction.
H06 : There is no significant difference in the mean scores of the employees from the BANK of
INDIA Bank and ICICI Bank banking sectors on the dimension autonomy.
Ha6 : There is significant difference in the mean scores of the employees from the BANK of
INDIA Bank and ICICI Bank banking sectors on the dimension autonomy.
H07 : There is no significant difference in the mean scores of the employees from the BANK of
INDIA Bank and ICICI Bank banking sectors on the dimension collaboration.
Ha7 : There is significant difference in the mean scores of the employees from the BANK of
INDIA Bank and ICICI Bank banking sectors on the dimension collaboration.
H08 : There is no significant difference in the mean scores of the employees from the BANK of
INDIA Bank and ICICI Bank banking sectors on the dimension experimentation.
Ha8 : There is significant difference in the mean scores of the employees from the BANK of
INDIA Bank and ICICI Bank banking sectors on the dimension experimentation.
The analysis was conducted using Statistical Package for the Social Sciences (SPSS). Version
17.0. The results were evaluated on each dimension of OCTAPACE to test the hypotheses of the
study. An independent sample t-test was used to examine differences between respondents from
the banking sectors.
Data regarding organizational culture is analysed through SPSS with the T-test only. Anova Test
is applicable only if the data is collected from masses.
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Openn
ess
Confrontat
ion
Tru
st
Authentic
ity
Proacti
on
Autono
my
Collaborat
ion
Experimenta
tion1 ICICI 18 18 16 17 16 16 15 17
BOI 16 16 13 13 18 17 19 17
2 ICICI 17 16 14 14 16 15 18 16
BOI 16 14 12 11 16 12 12 15
3 ICICI 19 18 18 15 16 20 18 16
BOI 18 18 17 18 18 15 16 18
4 ICICI 14 16 16 17 16 18 16 17
BOI 14 15 10 12 14 17 15 14
5 ICICI 16 17 15 15 14 19 19 16
BOI 16 15 14 12 18 15 14 14
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SPSS ANALYSIS
SPSS analysis : SPSS analysis is done with file handling from the Excel worksheet to the SPSS
New file after that Analysis is pressed--- Compare Means-- Independent T- test analysis is
used after defining group in the SPSS test then SPSS produce results regarding the work culture.
That is given below:
T-Test
After the File Handling from the Excel worksheet to the SPSS Software T-test was run and it
shows results these are following:
Group Statistics
V2 N Mean
Std.
Deviation
Std. Error
Mean
Openess ICICI
Bank
5 3.36 1.924 .860
BOI
Bank
5 3.2 1.414 .632
Confrontation ICICI
Bank
5 3.4 1.000 .447
BOI
Bank
5 3.12 1.517 .678
Trust ICICI
Bank
5 3.16 1.483 .663
BOI
Bank
5 2.64 2.588 1.158
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Authenticity ICICI
Bank
5 3.12 1.342 .600
BOI
Bank
5 2.64 2.775 1.241
Pro Action ICICI
Bank
5 3.12 .894 .400
BOI
Bank
5 3.36 1.789 .800
Autonomy ICICI
Bank
5 3.52 2.074 .927
BOI
Bank
5 3.04 2.049 .917
Collaboration ICICI
Bank
5 3.52 1.643 .735
BOI
Bank
5 3.04 2.588 1.158
Experimenting ICICI
Bank
5 3.28 .548 .245
BOI
Bank
5 3.12 1.817 .812
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Independent Samples Test
Levene's Test for Equality of
Variances
t-test for Equality of
Means
F Sig. t Df
Openess Equal variances
assumed
.887 .374 .749 8
Equal variances not
assumed
.749 7.347
Confrontation Equal variances
assumed
.549 .480 1.723 8
Equal variances not
assumed
1.723 6.925
Trust Equal variances
assumed
.965 .355 1.949 8
Equal variances not
assumed
1.949 6.371
Authenticity Equal variances
assumed
.963 .355 1.741 8
Equal variances not
assumed
1.741 5.773
Pro Action Equal variancesassumed
3.571 .095 -1.342 8
Equal variances not
assumed
-1.342 5.882
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Autonomy Equal variances
assumed
.121 .737 1.841 8
Equal variances not
assumed
1.841 7.999
Collaboration Equal variances
assumed
.403 .543 1.459 8
Equal variances not
assumed
1.459 6.773
Experimenting Equal variances
assumed
12.755 .007 .943 8
Equal variances not
assumed
.943 4.721
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RESULT
Openness:No significant differences were observed on the dimension openness (t[5]= 0.475,p>.05) between ICICI Bank (Mean=3.36, SD=1.924) and BOI Bank (Mean=3.2, SD=1.414).
Thus, the null hypothesis H01 was not rejected.
Confrontation: No significant differences were observed on the dimension confrontation
(t[5]= 0.123, p>.05) between ICICI Bank (Mean=3.4, SD=1.00) and BOI Bank (Mean=3.12,SD=1.157). Thus, the null hypothesis H02 was not rejected.
Trust: No significant differences were observed on the dimension trust (t[5]= 0.087, p>.05)
between ICICI Bank (Mean=3.16, SD=1.483) and BOI Bank (Mean=2.64, SD=2.588). Thus, thenull hypothesis H03 was not rejected.
Authenticity: No significant differences were observed on the dimension authenticity (t[5]=
0.12, p>.05) between ICICI Bank (Mean=3.12, SD=0.894) and BOI Bank (Mean=2.64,SD=2.775). Thus, the null hypothesis H04 was not rejected.
Proaction:No significant differences were observed on the dimension proaction (t[5]= 0.134,p>.05) between ICICI Bank (Mean=3.12, SD=2.074) and BOI Bank (Mean=3.04, SD=2.09).
Thus, the null hypothesis H05 was not rejected.
Autonomy: No significant differences were observed on the dimension autonomy (t[5]= 0.217,p>.05) between ICICI Bank (Mean=3.52, SD=2.074) and BOI Bank (Mean=3.04, SD=2.09).
Thus, the null hypothesis H06 was not rejected.
Collaboration: No significant differences were observed on the dimension collaboration (t[5]=0.103, p>.05) between ICICI Bank (Mean=3.52, SD=.735) and BOI Bank (Mean=3.04,
SD=1.158). Thus, the null hypothesis H07 was not rejected.
Experimentation:No significant differences were observed on the dimension experimentation(t[5]= 0.183, p>.05) between ICICI Bank (Mean=3.28, SD=0.548) and BOI Bank (Mean=3.12,
SD=1.87). Thus, the null hypothesis H08 was not rejected.