A Study on The Culture at Manufacturing Sector Through OCTAPACE Model

: Every organization develops and maintains a unique culture, which provides guidelines and boundaries for the behaviour of the members of the organization. In the recent times OCTAPACE Culture has been gaining importance. The eight dimensions of OCTAPACE culture are openness, confrontation, Trust, Authenticity, pro-action, autonomy, collaboration and experimentation which are essential for a strong and successful organization. Where Openness – It signifies the transparent environment in the organization. Confrontation Signifies facing the problems and challenges boldly and not shying away. The trust factor come with Openness which includes maintaining the confidentiality of information shared by others and company. Authenticity is the congruence between what one feels and says. Taking initiative, preplanning and taking preventive action is the measures of term Proactive. Autonomy is the willingness to use power without fear and helping other to do same. Collaboration - involves working together in a team for a common cause. Experimenting involves using and encouraging innovate approaches to solve problems. The study reveals that over all, there is no statistically significant difference in the perception of employees with respect to the various dimensions of OCTAPACE culture. Hence we can conclude that all the dimensions are equally important. The study further reveals that Autonomy, Authenticity, Openness and Experimentation are very high, where as Collaboration, Trust and Confrontation are moderately high and Proaction is quite low. Therefore we can infer that the four dimensions of OCTAPACE namely Collaboration, Trust and Confrontation and mainly the Proaction needs to be improved upon. This can be done by encouraging two way communication in the organisations and empowering the employees. Further, in order to understand the attitude of employees regarding the different facets of culture, the organisations can conduct a job satisfaction survey at regular intervals


INTRODUCTION:
Organizational Culture is the collective behaviour of humans who are part of an organization and the meanings that the people attach to their actions.Every organization develops and maintains a unique culture, which provides guidelines and boundaries for the behaviour of the members of the organization.In the recent times Octapace Culture is been given lot of importance due to the influence it has on the human resource and also enhancing the organisational effectiveness.The world today has become a global village, diminishing the barriers between different cultures, languages, processes and the work ethics.In the course of building an organisation, the various dimensions of cultureerase, merge, adapt and evolve into a unique culture.Octapace Culture Octapace Culture includes ethics, values, beliefs, attitudes, norms, ethos, climate, environment and culture.The eight dimensions of OCTAPACE culture are openness, confrontation, Trust, Authenticity, pro-action, autonomy, collaboration and experimentation which are essential for a strong and successful organization.A culture with these values helps achieve high involvement, dedication, satisfaction, teamwork and free communication.

LITERATURE REVIEW Title: A Comparative Study of Manufacturing And Service Sector With Respect To Organization
Culture Through Octapace Model.
Overview: The culture is intangible; it can be seen in various tangible aspects of the organization.Various studies have established the impact of organization culture on employee behaviour.This study was conducted in Central India and it made an attempt to gather information about organizational culture on eight parameters.These parameters are grouped by UdaiPareek in the form of an instrument of OCTAPACE to test the organization culture on openness, confrontation, trust, authenticity, pro-action, autonomy, collaboration, and experimentation.In all 758 responses were collected from employees to conduct a comparative study between the two sectors; manufacturing and service.

Conclusion:
The results suggested that the organization culture in both sectors do not differ significantly on all the eight parameters.As per the standard scoring given by UdaiPareek, the scores obtained on all eight parameters were found to be above the average scores indicating a good organization culture on OCTAPACE model.

Title:
A study of selected organisations in the manufacturing sector in the NCR.
Overview: The study was mainly conducted with an objective of comparing the organisational culture of the selected companies in the manufacturing sector and to identify and measure the perceived organisational culture and its various dimensions. .70 responses to a 4 point scale questionnaire based on the OCTAPACE profile developed by UdaiPareek were obtained from 2 organisations in the NCR.
The result shows that the executives and non-executives perceive the culture differently.The study helps in identifying the weaker aspects of culture in terms of values and beliefs that prevail in the organisation

Conclusion:
The analysis helped the management to work upon the weaker aspects, on the basis of the degree of correlation between the various elements of the OCTAPACE profile for developing and maintaining a better organisational culture to achieve the desired performance and to sustain competition in the long run.
Title: Impact on Octapace In the Manufacturing Industry In Chennai, Tamil Nadu Overview: The main objective of the study is to measure and identify the impacts of OCTAPACE culture in the selected manufacturing companies towards achieving high involvement and satisfaction at various dimensions.Understanding organizational culture improvises the operational effectiveness and development within an industry.A total of 80 responses were selected for the study.The result shows that the Technical personnel and Non-Technical personnel distinguish the OCTAPACE culture in their own dimensions and their involvement and satisfaction values have drastic variation.

Conclusion:
On completion of the diagnosis of the existing OCTAPACE culture, the management can initiate enhancement plans to patch up the identified weaker features in the organization, on the basis of the extent of correlation between the diverged elements of OCTAPACE profile, thus dawning for achieving high involvements and sustain a better organizational ethnicity to accomplish the desired vision and mission of the company on a long term basis.

Method of Analysis:
Raw primary data was collected with the help of a questionnaire.The raw data was then tabulated.
Based on this bar chart and pie chart were prepared.Analysis was conducted and interpreted.Conclusions were drawn based on that.

Statistical Tools for Analysis:
Statistical tools such as, tabulation, percentage calculation, excel and construction of bar charts and pie charts column charts are used.Anova, Mean and Correlation were used to draw the findings.

MEASUREMENT INSTRUMENTS
A five-point Likert scale with a range from 1=strongly disagree to 5=strongly disagree was used.The respondents were asked to rate the degree to which they agree or disagree with a particular statement.
The OCTAPACE scale given by UdayPareek ( 2003) was used which contains 5 items for Openness, Confrontation, Trust, Authenticity, Proactive, Autonomy, Collaboration and Experimentation.As depicted in the above table based on mean calculation it can seen that as regard openness, genuine sharing of information, feelings and thoughts in meetings (Ranked 1) free interaction among employees, each respecting others feelings, competence and sense of judgement (Ranked 2), managers showed their real feelings (Ranked 3) and there is free discussion and communication between seniors and subordinates (Ranked 4).

Mean Scaling used
The level of Openness was high in most of the dimensions and it was moderately high on the statement that managers showed their real feelings and there is free discussion and communication between seniors and subordinates.(Ref-

3.82
As seen in the above table based on mean calculation it is found that as regards Confrontation, facing and not shying away from problems was ranked 1, facing challenges inherent in the work situation was ranked 2, they do not pass the buck tactfully when there is problem was ranked 5 The overall level of confrontation was moderately high.For the item the employees Facing and not shying away from problems mean was high.When the chips are down, you have not to fend for yourself (people can rely on others in times of crisis).

3.924
The above table shows based on mean calculation shows that with respect to Trust, it is found that interpersonal contact and support among people is ranked 1, confiding in seniors without fear that they will misuse the trust is ranked 2,and offering moral support and help to employees and colleagues in crisis was ranked 4 The overall level of trust is moderately high, but interpersonal contact and support among people is found to be high.From the above table 5 it can be seen that through mean calculation with respect to proactive, all the statements such as preventive action on most matters, considering both positive and negative aspects before taking action, Prevention is better than cure are all ranked 1 The overall level of Proactivity is moderate and also on all the statements that preventive action on most matters, seniors encouraging their subordinated to think about their development and take action in that direction Calculation of Mean for Autonomy A good way to motivate employees is to give them autonomy to plan their work.

2
Total 4.18 From the table -6 it can be seen that with respect to Autonomy through calculation of mean it is found that the employees taking independent action relating to their jobs is ranked 1, employees felt that a good way to motivate employees is to give them autonomy to plan their work was ranked 2 and they having the perception that freedom breeds discipline is ranked 5.The overall level of Autonomy was high and also on all the statements that the take independent action relating to their jobs, belief that a good way to motivate employees is to give them autonomy to plan their work, the employees were acting on your own rather than obeying and checking with seniors.

Hypotheses Testing H1:
Ho: There is no statistically significant difference in the perception of employees regarding the eight values of OCTAPACE culture  The study reveals that over all, there is no statistically significant difference in the perception of employees with respect to the various dimensions of OCTAPACE culture.Hence we can conclude that all the dimensions are equally important.The study further reveals that Autonomy, Authenticity, Openness and Experimentation are very high, where as Collaboration, Trust and Confrontation are moderately high and Proaction is quite low.Therefore we can infer that the four dimensions of OCTAPACE namely Collaboration, Trust and Confrontation and mainly the Proaction needs to be improved upon.This can be done by encouraging two way communication in the organisations and empowering the employees.Further, in order to understand the attitude of employees regarding the different facets of culture, the organisations can conduct a job satisfaction survey at regular intervals.

Reference:
1. https://lucidoutsourcing.com/blog/organisation-and-octapace-culture a. Openness -It signifies the transparent environment in the organization.Freedom to communicate, share and interact without hesitation.Receiving feedback from customers and giving ideas and suggestions to team members.It facilitates free interaction among team members, leaders and top authority and clarity in setting objectives and common goals, which further aids creativity and innovation.b.Confrontation: Signifies facing the problems and challenges boldly and not shying away.If an organization encourages people to recognize a problem, bring it to people concerned, explore with them and search possible ways of dealing with it.It helps in improved problem solving and clarity and team discussions to resolve problems c.Trust -The trust factor come with Openness which includes maintaining the confidentiality of information shared by others and company.If the level of trust is low, the various dimensions of HRS are likely to be seen with suspicion, further compromising the credibility.The presence of this variable leads to higher empathy, timely support, reduced stress and reduction and simplification of forms and procedures.d.Authenticity: Authenticity is the congruence between what one feels and says.It is the value underlying trust.Authenticity is reflected in the narrowest gap between the stated vales and the actual behaviour.This leads to the development of a culture of mutuality.It stimulates sharing of feelings freely to improve interpersonal communication and reduced distortion in communication e. Proactive -Taking initiative, preplanning and taking preventive action is the measures of term Proactive.Organisation must be proactive in terms of their planning.They must be future ready.It helps in planning actions at immediate concerns.f.Autonomy -Autonomy is the willingness to use power without fear and helping other to do same.It is about using and giving freedom to plan and act in one's own field.Organisations must avoid Autocratic type of environment and give chance to team to use their powers in positive way.It helps develop mutual relationships, reduce reference made to senior people g.Collaboration -involves working together in a team for a common cause.Individuals solve their problems by share their concerns with one another and prepare strategies working out plan of actions and implement them together.It helps in completing timely work, improved communication, resource sharing h.Experimenting -It involves using and encouraging innovate approaches to solve problems.It is the dimension which emphasizes the importance given to innovating and trying out new ways of dealing with problems in the organisations.It helps in development of new product, methods, and procedures.
ConclusionA set of believes, values, ideas norms shared in common by all the members of an organisation defines its culture.Every organisation has its own unique culture.It is this culture that lays down the boundaries and guides the behaviour of its members.Off late OCTAPACE Culture has been gaining importance.Hence the present study was mainly carried out with an objective of studying the OCTAPACE dimensions like Openness, Confrontation, Trust, Authenticity, Proaction, Autonomy, Collaboration and Experimentation in the manufacturing sector and also to analyse the statistically significant difference among overall parameters of OCTAPACE culture.

Table - 4
SlFrom table -4 it is seen based on mean calculation with respect to Authenticity it is found that there is congruity between feelings and expressed behavior is ranked 1, telling a polite lie is not preferable to telling the unpleasant truth is ranked 2 and owning up mistakes is ranked 4. The overall level of Authenticity is high and all the statements like Congruity between feelings and expressed behavior, People generally are what they appear to be and owning up mistakes are all high Calculation of Mean for Proactive

Table - 7
SlFrom the table -8 it is seen that the mean value with respect to Experimentation for the statement trying out innovative ways of solving problems is ranked 1, in today's competitive situations, consolidation and stability are not more important than experimentation is ranked 2 and encouraging employees to take a fresh look at how things are done is ranked 5.The overall level of Experimentation is very high, for some of the statements like making genuine attempts to change behaviour on the basis of feedback, thinking out and doing new things tones up the organizations vitality and encouraging employees to take a fresh look at how things are done was moderately high.

From the table -9 it is seen that Autonomy, Authenticity, Openness and Experimentation
was Very high,Collaboration, Trust and Confrontation was moderately high and proaction was moderately low with a mean value of 2.

Table -
10 shows that there was no statistically significant difference in the perception of employees with respect to the various values of OCTAPACE culture.