CHITTORGARH

Assignment Report

On

OCTAPACE

SUBMITED BY SUBMITED TO
AMIT GHAWARI SAROJ
CHOUDHARY
M.B.A 1st Year ( Faculty )
What is OCTAPACE, how it is done?

Organizational Culture can be defined as cumulative, crystallized and quasistable shared

life shared style of people as reflected in the presence of some states of life over others, in
the response predispositions towards several significant issues and phenomena (attitudes),
in the organized ways of filling time in relation to certain affairs (rituals), and in the ways
Of promoting desired and preventing undesirable behavior

The most important aspect of organizational culture is the values it practices. Eight values
may be examined to develop the profile of an organizational culture that is called
octapace. It is defined as -:

O - OPENNESS
C - CONFRONTATION
T - TRUST
A - AUTHENTICITY
P - PROACTIVELY
A - AUTONOMY
C - COLLABORATION
E- EXPERIMENTING

a) Openness - the comparative openness in the system should influence the design of
HRS. Organizations can be classified in continuum from completely open to completely
close. No organization may be on the two extremes of the continuum. However, they will
tend to be towards one or the other end. The degree of openness of the organization will
be an imp factor in determining the nature of the various dimensions of HRD being
designed, as well as the way in which these dimensions should be introduced.
Organizations which are fairly open may start with several confronting designs of HRS.

b) Confrontation - this term is used in relation to problem putting the front rather than
the back to escaping the problems. A better term would be confrontation exploration that
implies facing a problem and working jointly with other concerned to find its solution. If
an organization encourages people to recognize a problem, bring it to people concerned,
explore with them to under it and search possible ways of dealing with it.

c) Trust - which introducing the HRD in an organization trust in another factor which
should be considered along with openness. If the level of trust is low, the various
dimensions of HRS are likely to be seen with suspicion and therefore the credibility of
the system may go down. In such a case the system if introduced may become a vital and
Cease to perform the main functions for which it meant.
d) Authenticity - is the value underlying trust. It is the willingness of a person to
acknowledge the feelings he /she has, and accept himself / herself as well as other who
relate to him/her as persons. Authenticity is reflected in the narrowest gap between the
stated vales and the actual behavior. This value is important for the development of a
Culture of mutuality.
e) Proactive - can be contrasted with the term react. It in the later action is in response to
an act from some source, while in the former the action is taken independently of act
form the other source. proaction means anticipating issues in advancing to take advantage
of this undertaking conflict or responding to needs of the future in fact creating the future.

f) Autonomy - nothing but willingness to use power without fear and helping other to do
Same. It multiplies power in system and the basis is collaboration.

g) Collaboration - involves working together during one another strengths for a common
cause. Individuals instead of solving their problems by themselves share their concerns
with one another ands prepare strategies working out plan of actions and implement them
together.

h) Experimenting - as a value emphasizes the importance given to innovating and trying

Out news ways of dealing with problems in the organization.