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Denison (1996) suggested that

Culture refers to the deep structureof organizations, which is rooted inthe values, beliefs and assumptions

held by organizational members.In contrast,Climate refers to those aspects of

the environment that are consciouslyperceived by organizational members.


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HRD in the organizational context is aprocess by which the employees of anorganization are helped in a continuous,planned way to:

(a) acquire or sharpen capabilitiesrequired to perform various functionsassociated with their present or

expected future roles;


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(b) develop their general capabilities

as individuals and discover and exploit

their own inner potentials for their ownand/or organizational developmentprocesses; and

(c) develop an organizational culture inwhich supervisor-subordinaterelationships, team work andcollaboration among sub units are strong

and contribute to the professional well-being, motivation and pride ofemployees


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HRD mechanisms measure the extentto which HRD mechanisms are implementedseriously. These mechanisms include

Performance appraisalPotential appraisal

Career planningPerformance rewards

Feedback and counselling

TrainingEmployee welfare for quality work-life and

Job rotation.


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Organizational or corporate culture

is the pattern of values, norms,

beliefs, attitudes and assumptionsthat may not have been articulatedbut shape the ways in which people in

organizations behave and things getdone.

Values refer to what is believed to

be important about how people andorganizations behave.

Norms are the unwritten rules of

behaviour.


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Characteristics of culture, Furnham and Gunter (1993)

It is difficult to define. It is multi-dimensional, with manydifferent components at differentlevels. It is not particularly dynamic andever-changing.

It takes time to establish andtherefore time to change a corporateculture.


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Significance of culture,

Furnham and Gunter 1993)

Culture represents the social glue andgenerates a we-feeling, thus counteractingprocesses of differentiations that are anunavoidable part of organizational life.

Organizational culture offers a sharedsystem of meanings which is the basis forcommunications and mutual understanding.

If these functions are not fulfilled in asatisfactory way, culture may significantlyreduce the efficiency of an organization.


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The values and norms that are the basis of

culture are formed in following ways;over a period of time,by the leaders in the organization,is formed around critical incidents,develops from the need to maintaineffective working relationships amongorganization members,is influenced by the organizationsenvironment.


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Culture is learnt over a period of time,there are two ways in which this learning

takes place.

THE TRAUMA MODEL, in which members ofthe organization learn to cope with somethreat by the erection of defencemechanisms.

THE POSITIVE REINFORCEMENT MODEL,

where things that seem to work becomeembedded and entrenched.


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The components of culture

Values

NormsArtefacts

Management style


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Areas in whichv lues

may be expressed

explicitly or implicitly

Care and consideration for people. Competence.

Competitiveness. Customer service. Innovation.

Performance. Quality. Teamwork.


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Typicalnorms

How managers treat the members of

their teams (management style) and howthe later relate to their managers. The prevailing work ethic.

Statushow much importance isattached to it; the existence or lack ofobvious status symbols. Ambitionnaked ambition is expectedand approved of, or a more subtleapproach is the norm.


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Performanceexacting performancestandards are general; the highest praise

that can be given in the organization is tobe referred to as very professional. Powerrecognized as a way of life;

dependent on expertise and ability ratherthan position; concentrated at the top;shared at different levels in different partsof the organization. Politicslife throughout the organizationand treated as normal behaviour; notaccepted as overt behaviour.

d dl


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Loyaltyexpected, a cradle to graveapproach to careers; discounted, theemphasis is on results and contribution in

the short term. Angeropenly expressed; hidden, butexpressed through other, possibly political

means. Approachabilitymanagers are expectedto be approachable and visible; everything

happens behind closed doors. Formalitya cool, formal approach is thenorm; forenames are/are not used at alllevels; there are unwritten but clearly

understood rules about dress.


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Artefacts

are the visible and tangible aspects of anorganization that people hear, see or feeland which contribute to their understandingof the organizations culture.

can include such things as the workingenvironment, the tone and language used inofficial environment.

can be very revealing.


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Management style

is the approach managers use to deal withpeople. It is also called leadershipStyle, it consists of the followingextremes: Charismatic/non-charismatic. Autocratic/democratic.

Enabler/controller. Transactional/transformational.


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Supporting and changing cultures

It may not be possible to define anideal culture or to prescribe how it can be

developed. But embedded cultures exert considerableinfluence on OB and therefore performance.

If there is an appropriate and effectiveculture, it would be desirable to take stepsto support or reinforce it.

If the culture is inappropriate, attemptsshould be made to determine what needs tobe changed and to develop and implementplans for change.


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HRD climate is the perceptionthatthe employees have about thepolicies, procedures, practices,

and conditions which exist in theworking environment.


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HRD Climate has three dimensionsof (T.V. Rao and E. Abraham)

General climate,

OCTAPAC culture andImplementation of HRD mechanisms

The general climate deals with theimportance given to human resourcesdevelopment in general by the topmanagement and line managers.


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The OCTAPAC items deal with the extent

to which areOpenness

Confrontation

TrustAutonomyPro-activity

Authenticity and

Collaborationvalued and promoted in the organization.


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Opennessis there when employeesfeel free to discuss their ideas, activities

and feelings with each other.

Confrontationis bringing out problems

and issues in open with a view to solvingthem rather than hiding them for fear ofhurting or getting hurt.

Trustis taking people at their face

value and believing what they say.


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Autonomy is giving freedom to letpeople work independently with

responsibility.

Pro-activity is encouraging employees totake an initiative and risks.

Authenticityis the tendency on the part ofpeople to do what they say.

Collaborationis to accept

interdependencies to be helpful to each

other and work as teams


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HRD climate is characterisedby thetendencies such asTreatingemployees as the most importantresourcesPerceivingthat developing employees is the

job of every managerBelievingin the capability of employeesCommunicatingopenly

Encouragingrisk taking and

experimentation


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Makingefforts to help employeesrecognize their strengths and

weaknessesCreatinga general climate of trustCollaboration and autonomy

supportive personnel policies, andSupportiveHRD practices

An optimal level of development

climate is essential for facilitatingHRD activities


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Organizations with

obetter learningotraining and development systemsoreward and recognition andoinformation systemspromotes a favourable HRD climate.


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