8/2/2019 Assignment on Odc Actapace

1/16

1

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

8/2/2019 Assignment on Odc Actapace

2/16

2

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

8/2/2019 Assignment on Odc Actapace

3/16

3

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.

8/2/2019 Assignment on Odc Actapace

4/16

4

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).

8/2/2019 Assignment on Odc Actapace

5/16

5

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.

8/2/2019 Assignment on Odc Actapace

6/16

6

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

8/2/2019 Assignment on Odc Actapace

7/16

7

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.

8/2/2019 Assignment on Odc Actapace

8/16

8

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

8/2/2019 Assignment on Odc Actapace

9/16

9

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.

8/2/2019 Assignment on Odc Actapace

10/16

10

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.

8/2/2019 Assignment on Odc Actapace

11/16

11

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

8/2/2019 Assignment on Odc Actapace

12/16

12

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

8/2/2019 Assignment on Odc Actapace

13/16

13

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

8/2/2019 Assignment on Odc Actapace

14/16

14

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

8/2/2019 Assignment on Odc Actapace

15/16

15

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

8/2/2019 Assignment on Odc Actapace

16/16

16

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.