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A study on OCTAPACE culture

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OCTAPACE culture is extremely important for promoting the organizational effectiveness …

OCTAPACE culture is extremely important for promoting the organizational effectiveness
and good Governance. In this context, the present paper is an endeavour to identify the major
factors responsible for non-promoting of organizational effectiveness among the managerial
and non-employees about the prevailing OCTAPACE culture and to know the preventive
measures for the same with special reference to Services Sector

Published in Education , Business , Technology
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  • Hello Team can anypne of you connect with me..i'd like to discuss in detail about this research. I can be reached at janardan.tumpal@gmail.com on phone 9902600991.

    Thanks in advance
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    Janardan
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  • Really interesting and worth measuring culture in Indian scenario. Can you send me a copy of this to my mail id okmunakhia@rediffmail.com please. Regards
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  • its so interesting, can you pls mail me a copy of this @ himanigrewal@yahoo.com
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  • 1. FORE SCHOOL OF MANAGEMENT A study on OCTAPACE culture of Accenture Accenture Culture and Beliefs Submitted by Kali Prasad Pandey 212013 Vageesh Kumar 212038 Yugank Dutt 202073 Sanjay Garg 192035 UNDER THE SUPERVISION AND GUIDANCE OF Dr. Ajoy Kumar Day In partial fulfillment of the requirements for the award of the degree of MASTER OF BUSINESS ADMINSTRATION Submitted to FORE SCHOLL OF MANAGEMENT
  • 2. 1 Executive Summary Over the past three decades ‘Human Resource’ has impinged upon several segments of society and diverse organizations. Past research studies reveal that the congenial OCTAPACE culture is extremely important for promoting the organizational effectiveness and good Governance. In this context, the present paper is an endeavour to identify the major factors responsible for non-promoting of organizational effectiveness among the managerial and non-employees about the prevailing OCTAPACE culture and to know the preventive measures for the same with special reference to Services Sector Our aim was to carry out profiling of the organizational culture of Accenture. Accenture is a global management consulting, technology services and outsourcing company, with approximately 266,000 people spread over more than 120 countries. We have taken personal interviews on basis of OCTAPACE questionnaire of 40 employee of Accenture of Gurgaon branch of Managers, Leads and Executives out of various sub functions including Finance, IT, HR and Technical. After performing the factor analysis and T-Test we found they have and entrepreneurial culture which supports openness. It was also found that their values of trust and confrontation were not equally supported by beliefs. This is the area where Accenture needs to improve upon.
  • 3. 2 Contents INTRODUCTION.......................................................................................................................................4 OCTAPACE APPROACH TO STUDY ORGANIZATION CULTURE.................................................................4  Openness: ...................................................................................................................................4  Confrontation:.............................................................................................................................4  Trust:...........................................................................................................................................4  Pro-Activeness: ...........................................................................................................................4  Autonomy: ..................................................................................................................................4  Collaboration:..............................................................................................................................5  Experimentation: ........................................................................................................................5 Background .............................................................................................................................................5 Implementation of OCTAPACE Culture at Accenture .............................................................................6 Research Objectives............................................................................................................................6 Research Methodology Hypotheses...................................................................................................6 Null Hypotheses (H0): .....................................................................................................................6 Alternative Hypotheses (H1):..........................................................................................................6 Sampling Design......................................................................................................................................7 Design of the Study.................................................................................................................................7 Data Collection:.......................................................................................................................................7 Data Analysis and Results: ......................................................................................................................8 Initial T Test Results: ...........................................................................................................................8 Null Hypotheses (H0): .....................................................................................................................8 Alternative Hypotheses (H1):..........................................................................................................8 Test of Reliability:....................................................................................................................................9 ROTATED COMPONENTS PLOT .........................................................................................................11
  • 4. 3 ROTATED COMPONENTS PLOT MODIFIED........................................................................................12 Limitations: .......................................................................................................................................13 Conclusion:............................................................................................................................................13 Summary:..........................................................................................................................................13 Recommendation:.............................................................................................................................13 Appendices............................................................................................................................................14 Appendix A: Correlation Matrix........................................................................................................14 Appendix B: Anti-Image Matrix.........................................................................................................16 Appendix C: Component Matrix .......................................................................................................16 Appendix D: Rotated Component Matrix a .......................................................................................17 Bibliography:.........................................................................................................................................17
  • 5. 4 INTRODUCTION Modern organizations have grown many folds in defining techniques to study and improve their functioning. Organization culture is an aspect that impacts every organization’s functioning. Different kinds of organizations need a different kind of culture to be setup. For example in an R&D company the culture must support innovation where as in an Army the culture must support authority and power. Organizational culture is defined in terms of shared meanings - patterns of beliefs, rituals, symbols, and myths that evolve over time, serving to reduce human variability and control and shape employee behaviour in organizations - Peters & Waterman (1982) Keeping in view the vital role that culture play in the success of any organization, the present study was undertaken with the objective share the organization culture in Accenture India Ltd. This study is based on the concept of OCTAPACE culture - an acronym for Openness, Confrontation, Trust, Authenticity, Pro action, Autonomy, Collaboration and Experimentation OCTAPACE APPROACH TO STUDY ORGANIZATION CULTURE OCTAPACE gives us an eight dimensional look towards organizational culture. It measures the culture of an organization in terms of  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.
  • 6. 5  Collaboration: Team work.  Experimentation: Trying out new and innovative methods of work. Background “The only thing of real importance that leaders do is to create and manage culture. If you do not manage culture, it manages you, and you may not even be aware of the extent to which this is happening. If you have been trying to make changes in how your organization works, you need to find out how the existing culture aids or hinders you. We tend to think we can separate strategy from culture, but we fail to notice that in most organizations strategic thinking is deeply collared by tacit assumptions about who they are and what their mission is. In most organizational change efforts, it is much easier to draw on the strengths of the culture than to overcome the constraints by changing the culture.” -- Edgar Schein, professor MIT Sloan School of Management. As quoted above knowing the existing culture of an organization is a critical step in planning the future strategies. In another similar piece of text by John Kotter & James Heskett, Harvard Business School, Corporate Culture and Performance, they have written “We found
  • 7. 6 that firms with cultures that emphasized all the key managerial constituencies (customers, stockholders, and employees) and leadership from managers at all levels outperformed firms that did not have those cultural traits by a huge margin.” This clearly stating that the actual culture of an organization is different from the culture projected through policies and vision statements of the organizations. To study the actual difference we need some tools like OCTAPACE. Implementation of OCTAPACE Culture at Accenture We chronicle OCTAPACE culture implementation at Accenture. The organization is one of the most professionally managed companies with the most efficient centre in its category in Gurgaon, using technology, Consulting & Outsourcing. Their main service is the first choice of the customers and it has been continuously bettering its performance delivered in all aspects of business. Research Objectives  To compare the culture of Accenture on terms of the eight factors of OCTAPACE  To enlist a few recommendations based on the study for Accenture which could help on the areas to work upon in future. Research Methodology Hypotheses Our Hypotheses for the present study has 5% significance level=1.96 Null Hypotheses (H0): There is no significant difference in OCTAPACE culture values and beliefs of Accenture. Alternative Hypotheses (H1): There is a significant difference in OCTAPACE culture values and beliefs of Accenture. For initial study a two tailed-paired-sample T test is conducted. Paired T test is used because both means reflect the values and beliefs of the same subjects. In the second step a Factor Analysis will be conducted to extract some components to explain the relation between values and beliefs of Accenture.
  • 8. 7 Sampling Design Subjects of the present study are selected from the Gurgaon office of Accenture. A total of 40 employees are selected and the age of the employees is between 26 – 32 years. The sample includes managers and executives in a ratio of 1:3. The selection was done with convenience sampling method as there was a limitation in availability of Accenture employees due to their busy schedule. The study is conducted with the help of a standard OCTAPACE questionnaire. The questionnaire consists of 40 questions in total divided into 2 sections of value dimensions (first 24) and belief dimensions (next 16). In values there are 3 questions for each of the 8 values of OCTAPACE and similarly in beliefs 2 questions for each of the 8 beliefs of OCTAPACE. The scale of each dimension is kept simple and divided into 4 levels (High value- 4, Fairly High value-3, Low value-2, Very low value-1) to analyze the effectiveness of OCTAPACE culture values on the beliefs. Design of the Study The present study is comparative in nature. The main objective of the study is to examine & compare the correlation between OCTAPACE culture values and beliefs. The OCTAPACE instrument gives us the capability to measure various dimensions of values and beliefs of the organization’s employees. This in turns provides us with two sets of data, one for values and the other for beliefs. Our aim is to try and find out the level of correlation between the two and explain the variation in the two. Data Collection: The OCTAPACE Questionnaire was circulated by hand/email in the Gurgaon office of Accenture. The participants filled the questionnaire and then sent the responses. These responses were then entered in an excel sheet and the initial operations i.e. averaging was done. Later this data was entered into SPSS data section.
  • 9. 8 Data Analysis and Results: Initial T Test Results: The T Test results are shown below: Null Hypotheses (H0): There is no significant difference in OCTAPACE culture values and beliefs of Accenture. Alternative Hypotheses (H1): There is a significant difference in OCTAPACE culture values and beliefs of Accenture. Paired Samples Test Paired Differences t df Sig. (2- tailed ) Mean Std. Deviati on Std. Erro r Mean 95% Confidence Interval of the Difference Lowe r Uppe r Pair 1 Value_openness - Belief_openness .2475 0 .80032 .1265 4 - .0084 5 .5034 5 1.956 39 .058 Pair 2 Value_confrontat ion - Belief_confrontat ion .3525 0 .92819 .1467 6 .0556 5 .6493 5 2.402 39 .021 Pair 3 Value_trust - Belief_trust .3475 0 .77757 .1229 4 .0988 2 .5961 8 2.826 39 .007 Pair 4 Value_authenticit y - Belief_authenticit y .2400 0 .78994 .1249 0 - .0126 3 .4926 3 1.922 39 .062 Pair 5 Value_proaction - Belief_proaction .1725 0 .79968 .1264 4 - .0832 5 .4282 5 1.364 39 .180 Pair 6 Value_autonomy - Belief_autonomy .2025 0 .82880 .1310 5 - .0625 6 .4675 6 1.545 39 .130 Pair 7 Value_collaborati on - Belief_collaborat ion .0100 0 .82921 .1311 1 - .2551 9 .2751 9 .076 39 .940
  • 10. 9 Pair 8 Value_experimen tation - Belief_experimen tation .0450 0 .65865 .1041 4 - .1656 5 .2556 5 .432 39 .668 As seen in the results the p value is less that level of significance (.05) only in case of Confrontation and Trust in these two cases the Null hypothesis is rejected that is there is a significant difference between values and beliefs in these two factors. Rest all of the pairs have a p value higher than level of significance (.05) signifying that Null hypothesis is accepted that is there is no significant difference between the values and beliefs in all these factors. In all the cases the mean of values is greater than that of beliefs. But this difference is not alarming. It is less than 0.4 in all the cases. Yet Accenture should work towards reducing this difference further and getting stronger beliefs of their values into their employee culture. Test of Reliability: The Cronbach’s alpha has a value of .910 which is greater than 0.7. The results of the KMO and Bartlett’s Test show that the data is reliable. The value of KMO Measure of Sampling Adequacy is 0.742 and the null hypothesis of Bartlett’s test is also rejected. The two extracted components explain up to 56.53% of total variance. It is expected that all ‘Values’ will get loaded on to one component and similarly all ‘Beliefs’ will get aligned to the other component
  • 11. 10 Scree Plot: The scree plot shows that the maximum variation is explained by the first factor with an Eigen value of slightly above 7. The curve reaches below 1 mark at 6th factor and starts flattening up there after.
  • 12. 11 ROTATED COMPONENTS PLOT The above plot is improved by excluding Value_Experimentation as it is a trouble causing variable.
  • 13. 12 We can notice the improvement in the plot as follows: ROTATED COMPONENTS PLOT MODIFIED Now Values and beliefs are more clustered into their groups and less interfering with each other. Thus these shows all the values get loaded to one component and the beliefs to the other.
  • 14. 13 Limitations:  The sampling technique used was convenience based.  The data collected contained a mix of employees and managers where as there was no specific element in research to compare the difference in the responses of the two levels of hierarchy. Conclusion: Summary: Accenture rates high in all 8 dimensions except for Belief authenticity which is comparatively lower in their case. They have and entrepreneurial culture which supports openness. In the T-Test it is shown that their differences in the means of most of the dimensions are very less but slightly greater in case of trust and confrontation which depict restrictiveness in the culture. Recommendation: They should work into making their beliefs stronger in the future. As the correlation between values and beliefs of Trust and Confrontation dimensions turn out to be slightly less, we recommend Accenture to work over their trust and confrontation dimensions.
  • 15. 14 Appendices Appendix A: Correlation Matrix
  • 16. 15
  • 17. 16 Appendix B: Anti-Image Matrix Appendix C: Component Matrix Component Matrix a Component 1 2 Value_trust .840 -.279 Value_confrontation .792 -.308
  • 18. 17 Value_autonomy .782 -.457 Value_proaction .762 -.424 Belief_experimentation .748 .409 Belief_collaboration .726 .381 Value_experimentation .690 .140 Value_authenticity .665 -.366 Value_openness .642 -.287 Belief_autonomy .624 .421 Belief_openness .613 .347 Belief_proaction .592 .116 Value_collaboration .499 -.400 Belief_trust .478 .387 Belief_authenticity .388 .242 Belief_confrontation .524 .542 Extraction Method: Principal Component Analysis. a. 2 components extracted. Appendix D: Rotated Component Matrix a Rotated Component Matrix a Component 1 2 Value_autonomy .885 .192 Value_proaction .848 .202 Value_trust .808 .361 Value_confrontation .792 .307 Value_authenticity .737 .179 Value_openness .668 .222 Value_collaboration .638 Belief_experimentation .275 .807 Belief_collaboration .279 .771 Belief_confrontation .754 Belief_autonomy .176 .732 Belief_openness .218 .670 Belief_trust .609 Value_experimentation .414 .569 Belief_proaction .359 .485 Belief_authenticity .123 .441 Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. a a. Rotation converged in 3 iterations. Bibliography: Business Research Methods (Donald R Cooper) Business Research Methods (William G. Zikmund) Ebook Business Research Methods (Alan Bryman ) Ebook
  • 19. 18