Functional Ethos In Organizations: Validating The Framework

Avinash Kumar Srivastav

doi:10.65301/dias.2010.6.2.360

Articles 12th Edition of DTR Oct 2009 – Mar 2010

DOI 10.65301/dias.2010.6.2.360

Functional Ethos In Organizations: Validating The Framework

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AV

Avinash Kumar Srivastav

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Published 2009-10-30

Pages 22-29

Abstract

Organizational ethos represents the underlying spirit of an organization. It is based on the core values prevailing within the organization and is reflected in its beliefs, customs, and practices. Pareek developed the OCTAPACE profile to measure eight core values—Openness, Confrontation, Trust, Authenticity, Proaction, Autonomy, Collaboration, and Experimentation—which together constitute a functional organizational ethos and contribute to institution building.

The OCTAPACE framework was analyzed using confirmatory factor analysis on 40 items administered to 302 randomly selected executives in a public sector industry. The analysis provided new insights into the conceptual framework of the OCTAPACE profile. Instead of eight distinct factors, only two clear factors emerged: one representing functional ethos and the other representing dysfunctional ethos.

Correlation analysis between individual items and their respective subscale scores revealed several weak items that require redesign to enhance the reliability and validity of the instrument. The study highlights the need to revise the existing framework for measuring functional organizational ethos.

Keywords

Core Values, Organizational Ethos, Institution Building, Measurement Framework, Framework Validation.

References

Azimi, F.T., & Sharma, R. (2007). Profiling the OCTAPACE culture: An empirical study of banking and IT sectors in India. Icfaian Journal of Management Research, 6 (12), 7–19.
Brown, T.A. (2006). Confirmatory Factor Analysis for Applied Research. New York/London: The Guilford Press.
Churchill, G.A., Jr. (1979). A paradigm for developing better measures of marketing constructs. Journal of Marketing Research, 16 (1), 64–73.
Lobo, A.J., & Bolek, A.M. (2005, March 17–19). “Interpersonal trust and organizational learning capability.” Presented at The Sixth European Conference on Organizational Knowledge, Learning and Capabilities. Bentley College, Waltham, Massachusetts. Retrieved on July 1, 2005 from
http://www2.warwick.ac.uk/fac/soc/wbs/conf/olkc/archive/olkc6/papers/lobo_dolek.pdf
Enders, A. (2004). Management competence: Resource-based management and plant (pp. 85–95). Heidelberg, Germany: Physica-Verlag.
Kline, P. (1986). A handbook of test construction: Introduction to psychometric design (1–23). London, UK: Methuen & Co.
Mathur, S., & Singhvi, M.K. (1997). Role stress and organizational ethos. In D.M. Pestonjee, & U. Pareek (Eds.), Organizational Role Stress and Coping (120–126). New Delhi: Rawat Publications.
Niranjana, R., & Pattanayak, B. (2005). Influence of learned optimism and organisational ethos on organisational citizenship behaviour: A study on Indian corporations. International Journal of Human Resources Management and Development, 5 (11), 85–98.
Pareek, U. (1975). The concept and process of organization development. Indian Journal of Social Work, 36 (2), 109–125.
Pareek, U. (1994a). Studying organizational ethos: The octapace profile. In J.W. Pfeiffer (Ed.), The 1994 annual: Developing human resources (153–165). San Diego, CA: Pfeiffer & Company.
Pareek, U. (1994b). Beyond management (350–357). 2nd Edition, New Delhi: Oxford and IBH Publishing Company Limited.
Pareek, U. (2002). Training instruments in HRD and OD. (2nd Ed.). (791–799). New Delhi: Tata McGraw-Hill Publishing Company Limited.
Rao, T.V., & Abraham, E. (1990). HRD climate instrument. In J.W. Pfeiffer (Ed.), The 1990 annual: Developing human resources. San Diego, CA: University Associates.
Schwaninger, M. (2006). Intelligent organizations: Powerful models for systematic management (135–169). Berlin, Heidelberg: Springer.
Shannawaz, M.G., & Hazarika, N. (2004). Organizational commitment and organizational culture: A study in two hospitals in Assam. Journal of the Indian Academy of Applied Psychology, 30 (1–2), 124–130.
Srivastava, A.K. (1995). Teamworking through ISO 9000 – A reality. Proceedings of 49th annual quality congress (762–769), Cincinnati, Ohio: American Society for Quality Control.
Srivastava, S.K., & Srivastava, P. (2004, April 30–May 3). Performance enhancement through continuous improvement. Presented at The Second World Conference on POM and 15th Annual POM Conference, Cancun, Mexico.

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Avinash Kumar Srivastav . (2009). Functional Ethos In Organizations: Validating The Framework. DIAS Technology Review, 6(2), 22-29.

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[1] Azimi, F.T., & Sharma, R. (2007). Profiling the OCTAPACE culture: An empirical study of banking and IT sectors in India. Icfaian Journal of Management Research, 6 (12), 7–19.

[2] Brown, T.A. (2006). Confirmatory Factor Analysis for Applied Research. New York/London: The Guilford Press.

[3] Churchill, G.A., Jr. (1979). A paradigm for developing better measures of marketing constructs. Journal of Marketing Research, 16 (1), 64–73.

[4] Lobo, A.J., & Bolek, A.M. (2005, March 17–19). “Interpersonal trust and organizational learning capability.” Presented at The Sixth European Conference on Organizational Knowledge, Learning and Capabilities. Bentley College, Waltham, Massachusetts. Retrieved on July 1, 2005 from

[5] http://www2.warwick.ac.uk/fac/soc/wbs/conf/olkc/archive/olkc6/papers/lobo_dolek.pdf

[6] Enders, A. (2004). Management competence: Resource-based management and plant (pp. 85–95). Heidelberg, Germany: Physica-Verlag.

[7] Kline, P. (1986). A handbook of test construction: Introduction to psychometric design (1–23). London, UK: Methuen & Co.

[8] Mathur, S., & Singhvi, M.K. (1997). Role stress and organizational ethos. In D.M. Pestonjee, & U. Pareek (Eds.), Organizational Role Stress and Coping (120–126). New Delhi: Rawat Publications.

[9] Niranjana, R., & Pattanayak, B. (2005). Influence of learned optimism and organisational ethos on organisational citizenship behaviour: A study on Indian corporations. International Journal of Human Resources Management and Development, 5 (11), 85–98.

[10] Pareek, U. (1975). The concept and process of organization development. Indian Journal of Social Work, 36 (2), 109–125.

[11] Pareek, U. (1994a). Studying organizational ethos: The octapace profile. In J.W. Pfeiffer (Ed.), The 1994 annual: Developing human resources (153–165). San Diego, CA: Pfeiffer & Company.

[12] Pareek, U. (1994b). Beyond management (350–357). 2nd Edition, New Delhi: Oxford and IBH Publishing Company Limited.

[13] Pareek, U. (2002). Training instruments in HRD and OD. (2nd Ed.). (791–799). New Delhi: Tata McGraw-Hill Publishing Company Limited.

[14] Rao, T.V., & Abraham, E. (1990). HRD climate instrument. In J.W. Pfeiffer (Ed.), The 1990 annual: Developing human resources. San Diego, CA: University Associates.

[15] Schwaninger, M. (2006). Intelligent organizations: Powerful models for systematic management (135–169). Berlin, Heidelberg: Springer.

[16] Shannawaz, M.G., & Hazarika, N. (2004). Organizational commitment and organizational culture: A study in two hospitals in Assam. Journal of the Indian Academy of Applied Psychology, 30 (1–2), 124–130.

[17] Srivastava, A.K. (1995). Teamworking through ISO 9000 – A reality. Proceedings of 49th annual quality congress (762–769), Cincinnati, Ohio: American Society for Quality Control.

[18] Srivastava, S.K., & Srivastava, P. (2004, April 30–May 3). Performance enhancement through continuous improvement. Presented at The Second World Conference on POM and 15th Annual POM Conference, Cancun, Mexico.