OPUS: HR Journal

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

A Study on Cultural Differences of Organizations Based in India and Middle East


Affiliations
1 IES Management College and Research Center, Mumbai, Maharashtra, India
     

   Subscribe/Renew Journal


Culture is the most important intangible aspect of an organization that ensures its success. The important values relevant to the organizations are openness, confrontation, trust, authenticity, proactivity, autonomy, collaboration and experimentation. The study is an attempt to explore the dynamics of organizational culture in Indian organizations and Middle East organizations using OCTAPACE framework. The study aims to study the differences of various cultures of organizations in India and Middle East and highlight the factors behind it. In the current study, 140 responses were obtained on OCTAPACE profile questionnaire developed by T.V. Rao (1999).

The study found the significant differences on various dimensions of OCTAPACE culture, organizational ethos and values which are linked to each other. The study addresses the meek aspects of culture in terms of beliefs and values that exist in the organization. It further helps in building a sustained competitive advantage and generating the desired organizational performance. The outcomes of the study can be helpful in right selection of personnel when hiring for different demographics. The study will not only add value to the core operative functions of HR, but enable best fit.


Keywords

Culture, OCTAPACE, Organizational Effectiveness, Organizational Ethos, Values, Competitive Advantage.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Alphonsa, V. K. (2000). HRD climate in a private hospital in Hyderabad: An empirical study. Indian Journal of Training and Development, 30, 50-67.

  • Azmi, F. T., & Sharma, R. (2007). Profiling the OCTAPACE Culture: An empirical study of banking and IT sector in India. The Icfaian Journal of Management Research, 17(12), 8.

  • Bapat H., Soni, V., & Khare V. (2014). A study of organizational dynamics through OCTAPACE culture in it companies. Asian Journal Of Management Research, 4(4), 671-682.

  • Best, J. W., & Kahn, J. V. (2010). Research in education (10th ed.). PHI Learning Private Limited.

  • Blau, P. M. (1955). The dynamics of bureaucracy. Chicago: University of Chicago Press.

  • Peters, T., & Waterman, R. (1982). In search of excellence: lessons from America’s best run companies. New York: Harper and Rowe.

  • Wells, C. V., & Kipnis, D. (2001). Trust, Dependency, and Control in the Contemporary Organization. Journal of Business and Psychology, 15(4), 593-603.

  • Deal, T. E., & Kennedy, A. A. (1982). Corporate cultures: The rites and rituals of corporate life. Reading, Mass: Addison-Wesley Pub. Co.

  • Deal, T. E., & Kennedy, A. A. (1999). The new corporate cultures: Revitalizing the workplace after downsizing, mergers, and reengineering. Reading, Mass: Perseus Books.

  • Man, D. C., & Lam, S. S. K. (2003). The effects of job complexity and autonomy on cohesiveness in collectivistic and individualistic work groups: A cross-cultural analysis. Journal of Organizational Behavior, 24(8), 979-1001.

  • Nika, F. A., & Sofi, S. A. (2013). HRD philosophy and J&K industrial development with special reference to tourism industry. International Journal of Marketing, Financial Services & Management Research, 5(2) 78-99.

  • Tiwari, U. (2014). An analysis of HRD values among teachers of higher education institutions of Madhya Pradesh. The International Journal of Humanities & Social Studies, 2(10), 140-145.

  • Jong, E. D., & Smeets, R., & Smits J., (2006). Culture and Openness. Social Indicators Research, 78, 111-136.

  • Gerowitz, M. B., Lemieux-Charles, L., Heginbothan, C. & Johnason, B. (1996). Top management culture and performance in Canadian, UK and US hospitals. Health Services Management Research, 9, 69-78.

  • Gerowitz, M B. (1998). Do TQM interventions change management culture? Findings and implications. Quality Management in Health Care, 6, 1-11.

  • Harrison, S., Hunter, D J., Marnoch G., & Pollitt C. (1992). Just managing: Power and culture in the National Health Service. London: Macmillan, 1992.

  • Kashyap, V., Vohra, P., & Kaur, T. (2012). Comparative analysis of organizational culture: The Empirical study of IT Organizations in the Region of Mohali (Panjab, India). International Journal of Management & Business Studies, 3(2).

  • Krishna, P. M., & Rao, P. S. (1997). Organizational at HRD Climate in BHEL: An Empirical Study. The Journal of Public Administration, 43(209-216).

  • Lather, A. S., Puskas, J., Singh, A. K., & Gupta, N. (2010). Organizational culture: A study of selected organizations in the manufacturing sector in the NCR. Agric. Econ. – Czech, 56(8), 349-358.

  • Malinowski, B. (1992). Argonauts of the western pacific. London: Routledge and Kegan Paul.

  • Mackenzie, S.(1995). Surveying the organizational culture in an NHS trust. Journal of Management in Medicine, 9, 69-77.

  • Mufeed, S. A. (2006). The need for a focus on key elements of HRD climate in hospitals: An empirical study. Management of Labour Studies, XLRI, 31, 57-65.

  • Pareek, U. (2004). Understanding organisational behavior (2nd ed.). Oxford University Press.

  • Rijal, S. (2010). Leadership style and organizational culture in learning organization: A comparative study. International Journal of Management and Information Systems, 14(5), 119.

  • Rohmetra, N. (1998). Towards creating a learning organization: The HRD climate focus. Paradigm, 2, 56-63.

  • Schein, E. H. (1985). Organisational culture and leadership. San Francisco: Jossey-Bass

  • Senthilrajan, A., & Renganathan, P. (2013). Employees Intuitivism towards existing organization culture and practices in auto component industry. Journal of Radix International Educational and Research Consortium, 2(1), 1-20.

  • Srimannarayana, M. (2007). Human resource development in Dubai organizations. Indian Journal of Industrial Relations, 43(1), 1-12.

  • Srimannarayana, M. (2008). Human Resource Development in India. Indian Journal of Industrial Relations, 44(2), 248-255.

  • Subramanian, M. (2012). Achieving high involvement & satisfaction through OCTAPACE, Culture In It Companies. International Journal of Business Economics & Management Research, 12(5), 131-138.

  • Rao, T. V. (1999). HRD audit: Evaluating the human resource function for business improvement. Response Books a Division of Sage Publications.

  • Rao, T. V. (2014). HRD Audit, Sage Publication India Private ltd.

  • Rijal. (2010). Leadership style and organizational culture in learning organization: A comparative study. International Journal of Management & Information Systems, 14(5), 119-127.

  • Sutherland, K., & Dawson S. (1998). Power and quality improvement in the new NHS: The roles of doctors and managers. Quality in Health Care, 7, 16–23.

  • Wani, A. T. (2013). An empirical study of HRD climate and octapac culture in FMCG companies in India a case study of Cadbury India-Thane plant. International Monthly Refereed Journal of Research in Management & Technology, 2, 100-16.

  • Whyte, W. F. (1948). Human relations in the restaurant. New York: McGraw-Hill.


Abstract Views: 441

PDF Views: 0




  • A Study on Cultural Differences of Organizations Based in India and Middle East

Abstract Views: 441  |  PDF Views: 0

Authors

Prajakta Dhuru
IES Management College and Research Center, Mumbai, Maharashtra, India

Abstract


Culture is the most important intangible aspect of an organization that ensures its success. The important values relevant to the organizations are openness, confrontation, trust, authenticity, proactivity, autonomy, collaboration and experimentation. The study is an attempt to explore the dynamics of organizational culture in Indian organizations and Middle East organizations using OCTAPACE framework. The study aims to study the differences of various cultures of organizations in India and Middle East and highlight the factors behind it. In the current study, 140 responses were obtained on OCTAPACE profile questionnaire developed by T.V. Rao (1999).

The study found the significant differences on various dimensions of OCTAPACE culture, organizational ethos and values which are linked to each other. The study addresses the meek aspects of culture in terms of beliefs and values that exist in the organization. It further helps in building a sustained competitive advantage and generating the desired organizational performance. The outcomes of the study can be helpful in right selection of personnel when hiring for different demographics. The study will not only add value to the core operative functions of HR, but enable best fit.


Keywords


Culture, OCTAPACE, Organizational Effectiveness, Organizational Ethos, Values, Competitive Advantage.

References