ETHICS

WORK CULTURE
Case study: Give example of Taj employees during 26/11
Definition: Man made part of org. env. Rules, policies, practices,
traditions, values etc of the organization
a. Org goals and objectives
b. Technology
c. Social norms, values, power structure

1) A culture of open communication. Need to bring a change in

work culture towards openness
2) Biometric time attendance system.. punctuality
3) Commitment, devotion to duty
4) Total quality movement??
5) Change management
6) Use org psycho to increase employee motivation/morale
Present system (use JBP sinha)
1) The staff never pay serious attention to the visitors
2) Aaram se
3) Colonial legacy
4) Sycophancy.. do not disagree with bosses even when its
required
5) Nepotism
6) Caste, religious and regional groups. Formation of in groups
7) Soft work culture vs synergestic one
8) Lack of ethics and ethos
9) Absenteeism and coming late
10)
Risk averse, no innovation
11)
High power distance characterizes superior and
subordinate relationships
12)
Personalized relationships

Issues:
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1) Gender sensitivity
2) Culture sensitivity
3) Red tapism.. procedures have become paramount
4) Attitude arising out of permanence art 311
5) Bosses tend to give satisfactory as remark in ACR to avoid
having trouble with juniors
6) Performance evolution system needs to be better: 360deg
7) Vertical training : training of senior and junior officers together so
that they can intermingle
8) Need to fix accountability
9) Sab kuch chalega attitude/ chalta hai yaar
Problems in performance appraisal
1) Interrelated deptt work.. interdependence of work
2) Invisible nature of service offered ex policing
3) Lack of clarity in roles and responsibilities

How to improve
1) 2nd ARC:
1. Simplify procedures. Reduce the number of layers in
decision making single window approach
2. supervision, monitoring and evaluation needs to
be improved. In the annual performance report of an
officer, while rating his/her performance, the
performance of his/her junior should also be an input
2) RFD
3) RTI
4) Participatory decision making: deptt picnics and days
out
5) right to guaranteed delivery of services
6) MOU system
7) Assertiveness training
8) Creating emotional bonds by giving emotional meaning to org.
goals, symbols, ceremonies thus stimulating orgs identity with
the organization
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9) use motivation theories

1. performance based incentives
While motivation is an individual concept, morale is a group
concept
Some gen tips for innovation fostering
1. Invest in employee growth
2. Acknowledge innovative contributions
3. Fostering risk tolerance eg. Amnesty schemes
4. Improve physical env
5. Instilling accountability
result framework document
Strategy
Strategy and Results-Framework Document (RFD)
Strategy is an integrated set of choices to reach an objective. The
formulation of a sound strategy facilitates a number of actions and
desired results that would be difficult otherwise. A strategic plan, when
communicated to all members of an organization, provides employees
with a clear vision of what the purposes and objectives of the firm are.
The formulation of strategy forces organizations to examine the
prospect of change in the foreseeable future and to prepare for change
rather than to wait passively until external forces compel it. Strategic
formulation allows the departments to argue their case more
persuasively for better allocation of limited resources to achieve
national objectives.
On the other hand, an organization without a clear strategic plan gives
its decision makers no direction other than the maintenance of the
status quo. The organization becomes purely reactive to external
pressures and less effective at dealing with change.
The finalization of strategic plan for next five years is a mandatory
success indicator for departments in their Results-Framework
Document (RFD). RFD is an instrument to ensure that things are done
rightthat is effectively and efficiently.: RFD is an instrument to
implement a strategy and convert departmental vision into reality.
Thus, they are complementary instruments.
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