Octapace culture at Mahindra and Mahindra

Octapace culture at Mahindra and Mahindra

1. A Study on OCTAPACE Culture at Mahindra & Mahindra

2. Introduction to the project Meaning of Organization Culture I s a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs.

3. OCTAPACE Culture The concept of OCTAPACE is developed by Udai Pareek According to Udai Pareek culture related concepts can be seen as multilevel which are: Core first level Second level concept Third level concept The study is based on the concept of OCTAPACE culture - an acronym for Openness, Confrontation, Trust, Authenticity, Proaction, Autonomy, Collaboration and Experimentation

4. Openness: Freedom to communicate Confrontation : Facing the problems Trust : Maintaining confidentiality of information shared among the company. Authenticity : Doing what is said. Pro-Activeness : Taking initiatives and advanced planning. Autonomy : Freedom of acting and planning at one’s own level. Collaboration : Team work. Experimentation: Trying out new and innovative methods of work.

5. OCTAPACE approach to study organization culture gives us an eight dimensional look towards organizational culture The research is done with Mahindra & Mahindra. In this project an attempt will be made to understand the culture Mahindra & Mahindra Limited is an Indian multinational automobile manufacturing corporation which is headquartered in Mumbai, Maharashtra, India. It is one of the largest vehicle manufacturers by production

6. Objective of the study   To study the organization culture of Mahindra & Mahindra To compare the culture of Mahindra & Mahindra on eight dimensions of OCTAPACE To enlist a few recommendations based on the study which could help on the areas to work upon in the future .

7. Research Methodology The methodology followed for conducting the study includes the specification of research design, questionnaire design, data collection and statistical tools used for analyzing the collected data.    Population: The total element of the universe from which sample is selected for the purpose of study is known as population. The population of my research is the employees of company . Questionnaire Design: Questions were directed in such a way that the answers reflect the thoughts of the respondents with regard to culture in the organization .

8. Data Collection: Primary Data This data is gathered from firsthand information sources. These sources are the employees across all the levels in the organization. The data is gathered by administrating the questionnaire.   Secondary Data This will give the theoretical basis required for the report presentation which can be available from various sources like magazines, interoffice manuals, handbook, website, etc. Statistical Tools: SPSS software is used to analyze the data.  

9. Implications of the study The research will help the budding professionals to know how OCTAPACE culture in the organization has a bearing in the organization environment and directs the business in terms of profitability, growth and sustainability.

10. Limitations of the study Some of the respondents were hesitated to express their opinion about organization culture measures due to fear of management Time constraints did not allow for more extensive data collection. The survey is based on the opinion of the employees, which may be biased  

11. Demographic Distribution of data

12. Analysis of the Octapace dimensions The hypothesis was developed considering age and gender as factors and testing of hypothesis was done using Chi-square and Anova test. The hypothesis are as follows: Openness   H0 (Null Hypothesis): Free interaction among employees each respecting others feelings competence and sense of judgment is independent of gender of the employee   H1 (Alternative Hypothesis): Free interaction among employees each respecting others feelings competence and sense of judgment is dependent of gender `

13. Confrontation H0 (Null Hypothesis): There is no significant difference between gender and age of the employee and employees facing challenges inherent in the work situation H1 (Alternative Hypothesis): There is significant difference between gender and age of the employee and employees facing challenges inherent in the work situation Trust H0 (Null Hypothesis): Offering moral support and help to employees and colleagues in a crisis is independent of gender H1 (Alternative Hypothesis): Offering moral support and help to employees and colleagues in a crisis is dependent of gender

14. Authenticity H0 (Null Hypothesis): There is no significant difference between gender and age of the employee and employees’ perception about people generally are what they appear to H1 (Alternative Hypothesis): There is significant difference between gender and age of the employee and employees’ perceptions about people generally are what they appear to be Proaction H0 (Null Hypothesis): There is no significant difference in the perception of employees on considering the positive and negative aspects before taking actions with respect to gender and age   H1 (Alternative Hypothesis): There is significant difference between gender of the employee and employees’ perception about considering the positive and negative aspects before taking actions with respect to gender and age

15. Autonomy H0 (Null Hypothesis): Taking independent action relating to their jobs is independent of gender H1 (Alternative Hypothesis): Taking independent action relating to their jobs is dependent of gender Collaboration H0 (Null Hypothesis): There is no significant difference between gender and age of the employee and employees’ involvement in developing an organization’s mission and goals contributes to productivity   H1 (Alternative Hypothesis): There is significant relation between gender of the employee and employees’ involvement in developing an organization’s mission and goals contributes to productivity

16. Experimentation H0 (Null Hypothesis): Trying out innovative ways of solving problems is independent of gender H1 (Alternative Hypothesis): Trying out innovative ways of solving problems is dependent of gender The testing revealed the p value greater than 0.05 in all cases , hence in all the cases H0 was accepted. It thus can be said that culture in the organization is independent of the gender and there is no significant difference between a ge and gender and employees and their interaction in the culture.

17. Conclusion Considering the gender and openness cross tabulation it has been depicted that there is free interaction and open communication within the organization and is independent of gender. Confrontation and openness are considered to be the factors which reflect conducive environment for sharing of views in the organization. As per the cross tabulation analysis the factor gender has is independent and has no impact on the employees’ perception of facing the problems . . Trust is the pillar when it comes to functioning as a team and working towards goal. The Chi Square and Anova test also reveals that team work and team spirit is highly valued since the above conclusion also points out that to openness, confrontation, and trust among the employees which is essential for any team to perform efficiently.

18. The Chi Square and Anova test also reveals that the employees believe in taking preventive actions on problems/matters rather than taking measures to solve it later after its occurrence they also take into consideration the positive and negative aspects before arriving at any decision . Autonomy is the freedom to do work as per the testing of hypothesis it has been revealed employees enjoy freedom to take decisions related to their work and assume independent responsibility in their work activities . The Chi Square and Anova test reveal employees here believe in innovating ways to solve problems and come up with new solutions .  

19. Recommendation “Congruence between what one feels and says resulting in sharing of feelings freely to improve interpersonal communication & reduced distortion in communication”. It can be suggested that this attribute should be maintained as this element acts as the strength of the cultural ethos followed in the company. The cluster comprising of the attributes which are mainly Confrontation, Trust, Pro-action, Autonomy, Collaboration were considered among the respondents to be key attributes for them to perform efficiently and be productive, creative and innovative thus leading to consistent growth of employees as well as the organization. It can be suggested that the organization should take steps to improve the insight about the industry among the respondents towards these above attributes and develop them.      

20. The cultural ethos in the form of OCTAPACE dimensions make the organizational environment more friendly and open to work in as all the elements of the OCTAPACE aim betterment of the employees which in turn lead to betterment of the working of the organization as a whole .  

21. THANK YOU