This paper uses the metaphors of the Hindu trinity – Brahma, Vishnu and Shiva, and its relevance to organisational development (OD). It explores
roles on leadership, corporate culture and change for increasing organisational growth and effectiveness. By employing hermeneutics, a qualitative methodology in interpretations, the parallel roles of Brahma, Vishnu and Shiva
are drawn to show key strategies and ways of creating, maintaining and eliminating (changing) the organisational culture and organisational leadership renewal. This paper is expected to provide a new dimension in studying OD
from the Indian philosophy and cultural perspectives.
This document provides information about a book titled "Human Resource Management and Professional Ethics (Volume 2)" including:
- The book was written by Dr. K.C. Sharma and Dr. Kiyanoosh Ghalavand and published by Regal Publications in New Delhi, India.
- It contains 17 chapters covering topics like human resource management, job evaluation, wages and salary administration, incentive payments, management of discipline, collective bargaining, and human resource management and professional ethics.
- There is also an appendix containing additional reference materials.
- The authors were inspired to write this book to contribute to society and address the lack of professional ethics being practiced in today's business organizations.
This article provides an Indian (Tamilian) leadership perspective by the legendary Poet Kannadasan. The article is based on hermeneutics
(a qualitative research methodology) which includes content (song) analysis, besides leadership interpretations from the Ramayana, Mahabharata (includes the Bhagavad-Gita) and other ancient Indian literatures. Swami
Chinmayananda (2003) asserted that from time to time, there is a need for us to look and re-look at these ancient literatures and provide intelligent
interpretation and re-interpretation to apply effectively in the modern context of leadership. Unlike the western approach to leadership which focuses in exploring the external world of matter and energy, the literary writer Kannadasan recommends a leadership approach which focuses on exploring the inner world of the self. This means the leadership of the self first before any other type of leadership. This approach is also consistent with the teachings of the ancient Indian and other ancient East Asian philosophies such as
Confuicianism and Taoism. The prospects of analysing Kannadasan’s other Tamil songs and ancient Indian literatures in the areas of management and people development such as communication, work motivation, conflict
handling, values and attitude improvements can be considered for future research.
In this paper, an attempt has been made to explore the philosophy of
Corporate social responsibility (CSR) from an ancient Indian perspective. A
review of literature in CSR shows that there are thousands of articles which
have been written by several academics on this subject from numerous
perspectives, but limited articles written about CSR from the philosophical,
historical and from the ancient perspectives. As a result, this article not only
fills the gap in the literature, but also provides insights on CSR philosophy
from the ancient Indian perspective. In the Indian context, the origin of CSR
can be traced from the Vedic literatures such as the Valmiki Ramayana, the
Mahabharata (includes the Bhagavad-Gita) and the Puranas. These literatures
were written more than 5,000 years ago in Sanskrit language. However, in this
paper the authors will explore CSR philosophy from Kautilya’s Arthasastra,
which was also written in Sanskrit in the 4th century BC. This paper is based
on hermeneutics, a qualitative research methodology which involves study,
understanding and interpretation of ancient or classical text. By using the above
methodology, the authors reveal some ancient lessons on CSR, which can
provide guidance to corporate leaders today. In a nutshell, the Kautilya’s
Arthasastra provides an inside-out approach to CSR, which is development of
the individual leader’s self conscience, contrary to the western approach that
takes an outside-in perspective. The leaders and the role they play in
corporations are crucial in ensuring transparency, good conduct and governance
towards the ultimate aim of achieving CSR.
Effect of Spiritual Intelligence and Asta Brata Leadership to the Culture of ...IOSR Journals
Human resources (HR) that talented employees are the foundation of an organization in a competitive advantage. A strong foundation for an organization to improve performance is the main one of which comes from the quality of Employment Performance. Basically Human Resources (HR) refers to people in the organization. Without effective people, it seems impossible for the organization to achieve its objectives. Human resources to make the resources with other organizations to run optimally. Quality employees working in an organization can be influenced by the cultures that are in the organization. Organizational culture is a reflection of the behavior of the employees from the application of values prevailing in the organization. Quality performance can likewise sourced from spiritual intelligence and leadership qualities of being a model of supervision that worked by employees. In this study, used the organizational culture Culture and Leadership Tri Hita Karana Astra Brata as variables tested to determine its effect on Employment Performance through Cultural Tri Hita Karana in Badung Regency Village Credit Institutions of Bali. Results showed that that the Spiritual Intelligence and Astra Brata Leadership have an influence on the culture of Tri Hita Karana, but the The Culture of Tri Hita Karana can not be mediating the effect of Spiritual Intelligence and Astra Brata Leadership. Astra Brata proven leadership directly affects the performance displayed by employees at Village Credit Institutions of Bali Badung regency. Total R2 value of 88.4% indicates that the diversity of data that can be explained by the model is equal to 88.4%. While the remaining 11.6% is explained by other variables (which is not contained in the model) and error
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
A Study on the Impact of Organizational Culture on Intention to Quit Among Wo...ijtsrd
Organisational culture has become a crucial element for organisational change and impacts the organisational performance. A company’s culture is a reflection of the company’s core value. The paper aims to understand the impact of organisational culture on intention to leave among working women in the education sector in Bangalore city. Education is recognized as a powerful means to create a sustainable society. Organizational culture operates on many layers the whole organization, departmental or team, as well as the individual. organizational culture is recognized primarily during times of crisis management instead of leveraging it to improve institutional and management performance. Quantitative primary data was collected using a questionnaire. 100 questionnaires were distributed to working women in certain parts of Bangalore city in the Educational sector out of which 70 usable questionnaires were returned with complete information. The data was analysed using Microsoft Excel and interpreted in the form of graphs and charts for presenting the results. Secondary data from existing articles, journals was also collected. The findings indicate that creating a conducive work environment is imperative so that employees can reach their full potential. Things like Better job role, working environment, work timings, reduce work pressure transportation facility staff support, salary with timely bonus, maternity benefits work from home option, appreciation and recognition for their work and income cases even provide mentoring were Suggestions given by the working women to improve the organisational culture. The benefits of having a good work environment benefits both the organisation and the employees. This ensures that the free environment make employees feel more relaxed without any burden of pressure. Organizational culture should reflect the company’s core value and bring success to the organisation. Ahana Ruth Pinto | Dr. Shubhra Rahul "A Study on the Impact of Organizational Culture on Intention to Quit Among Working Women in Educational Sector in Bangalore" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-6 , October 2020, URL: https://www.ijtsrd.com/papers/ijtsrd33677.pdf Paper Url: https://www.ijtsrd.com/management/organizational-behaviour/33677/a-study-on-the-impact-of-organizational-culture-on-intention-to-quit-among-working-women-in-educational-sector-in-bangalore/ahana-ruth-pinto
Organizational culture and performance of higher educational institutions the...Alexander Decker
This document summarizes a study that examined the relationship between organizational culture, individual readiness for change, and organizational performance in higher education institutions in Pakistan. The study hypothesized that individual readiness for change mediates the positive relationship between organizational culture and organizational performance. Data was collected through questionnaires distributed to 307 faculty members with PhDs from universities and higher education institutions in Pakistan. The study found support for individual readiness for change partially mediating the relationship between organizational culture and organizational performance. The findings provide insight into how different dimensions of organizational culture relate to performance.
This document provides information about a book titled "Human Resource Management and Professional Ethics (Volume 2)" including:
- The book was written by Dr. K.C. Sharma and Dr. Kiyanoosh Ghalavand and published by Regal Publications in New Delhi, India.
- It contains 17 chapters covering topics like human resource management, job evaluation, wages and salary administration, incentive payments, management of discipline, collective bargaining, and human resource management and professional ethics.
- There is also an appendix containing additional reference materials.
- The authors were inspired to write this book to contribute to society and address the lack of professional ethics being practiced in today's business organizations.
This article provides an Indian (Tamilian) leadership perspective by the legendary Poet Kannadasan. The article is based on hermeneutics
(a qualitative research methodology) which includes content (song) analysis, besides leadership interpretations from the Ramayana, Mahabharata (includes the Bhagavad-Gita) and other ancient Indian literatures. Swami
Chinmayananda (2003) asserted that from time to time, there is a need for us to look and re-look at these ancient literatures and provide intelligent
interpretation and re-interpretation to apply effectively in the modern context of leadership. Unlike the western approach to leadership which focuses in exploring the external world of matter and energy, the literary writer Kannadasan recommends a leadership approach which focuses on exploring the inner world of the self. This means the leadership of the self first before any other type of leadership. This approach is also consistent with the teachings of the ancient Indian and other ancient East Asian philosophies such as
Confuicianism and Taoism. The prospects of analysing Kannadasan’s other Tamil songs and ancient Indian literatures in the areas of management and people development such as communication, work motivation, conflict
handling, values and attitude improvements can be considered for future research.
In this paper, an attempt has been made to explore the philosophy of
Corporate social responsibility (CSR) from an ancient Indian perspective. A
review of literature in CSR shows that there are thousands of articles which
have been written by several academics on this subject from numerous
perspectives, but limited articles written about CSR from the philosophical,
historical and from the ancient perspectives. As a result, this article not only
fills the gap in the literature, but also provides insights on CSR philosophy
from the ancient Indian perspective. In the Indian context, the origin of CSR
can be traced from the Vedic literatures such as the Valmiki Ramayana, the
Mahabharata (includes the Bhagavad-Gita) and the Puranas. These literatures
were written more than 5,000 years ago in Sanskrit language. However, in this
paper the authors will explore CSR philosophy from Kautilya’s Arthasastra,
which was also written in Sanskrit in the 4th century BC. This paper is based
on hermeneutics, a qualitative research methodology which involves study,
understanding and interpretation of ancient or classical text. By using the above
methodology, the authors reveal some ancient lessons on CSR, which can
provide guidance to corporate leaders today. In a nutshell, the Kautilya’s
Arthasastra provides an inside-out approach to CSR, which is development of
the individual leader’s self conscience, contrary to the western approach that
takes an outside-in perspective. The leaders and the role they play in
corporations are crucial in ensuring transparency, good conduct and governance
towards the ultimate aim of achieving CSR.
Effect of Spiritual Intelligence and Asta Brata Leadership to the Culture of ...IOSR Journals
Human resources (HR) that talented employees are the foundation of an organization in a competitive advantage. A strong foundation for an organization to improve performance is the main one of which comes from the quality of Employment Performance. Basically Human Resources (HR) refers to people in the organization. Without effective people, it seems impossible for the organization to achieve its objectives. Human resources to make the resources with other organizations to run optimally. Quality employees working in an organization can be influenced by the cultures that are in the organization. Organizational culture is a reflection of the behavior of the employees from the application of values prevailing in the organization. Quality performance can likewise sourced from spiritual intelligence and leadership qualities of being a model of supervision that worked by employees. In this study, used the organizational culture Culture and Leadership Tri Hita Karana Astra Brata as variables tested to determine its effect on Employment Performance through Cultural Tri Hita Karana in Badung Regency Village Credit Institutions of Bali. Results showed that that the Spiritual Intelligence and Astra Brata Leadership have an influence on the culture of Tri Hita Karana, but the The Culture of Tri Hita Karana can not be mediating the effect of Spiritual Intelligence and Astra Brata Leadership. Astra Brata proven leadership directly affects the performance displayed by employees at Village Credit Institutions of Bali Badung regency. Total R2 value of 88.4% indicates that the diversity of data that can be explained by the model is equal to 88.4%. While the remaining 11.6% is explained by other variables (which is not contained in the model) and error
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
A Study on the Impact of Organizational Culture on Intention to Quit Among Wo...ijtsrd
Organisational culture has become a crucial element for organisational change and impacts the organisational performance. A company’s culture is a reflection of the company’s core value. The paper aims to understand the impact of organisational culture on intention to leave among working women in the education sector in Bangalore city. Education is recognized as a powerful means to create a sustainable society. Organizational culture operates on many layers the whole organization, departmental or team, as well as the individual. organizational culture is recognized primarily during times of crisis management instead of leveraging it to improve institutional and management performance. Quantitative primary data was collected using a questionnaire. 100 questionnaires were distributed to working women in certain parts of Bangalore city in the Educational sector out of which 70 usable questionnaires were returned with complete information. The data was analysed using Microsoft Excel and interpreted in the form of graphs and charts for presenting the results. Secondary data from existing articles, journals was also collected. The findings indicate that creating a conducive work environment is imperative so that employees can reach their full potential. Things like Better job role, working environment, work timings, reduce work pressure transportation facility staff support, salary with timely bonus, maternity benefits work from home option, appreciation and recognition for their work and income cases even provide mentoring were Suggestions given by the working women to improve the organisational culture. The benefits of having a good work environment benefits both the organisation and the employees. This ensures that the free environment make employees feel more relaxed without any burden of pressure. Organizational culture should reflect the company’s core value and bring success to the organisation. Ahana Ruth Pinto | Dr. Shubhra Rahul "A Study on the Impact of Organizational Culture on Intention to Quit Among Working Women in Educational Sector in Bangalore" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-6 , October 2020, URL: https://www.ijtsrd.com/papers/ijtsrd33677.pdf Paper Url: https://www.ijtsrd.com/management/organizational-behaviour/33677/a-study-on-the-impact-of-organizational-culture-on-intention-to-quit-among-working-women-in-educational-sector-in-bangalore/ahana-ruth-pinto
Organizational culture and performance of higher educational institutions the...Alexander Decker
This document summarizes a study that examined the relationship between organizational culture, individual readiness for change, and organizational performance in higher education institutions in Pakistan. The study hypothesized that individual readiness for change mediates the positive relationship between organizational culture and organizational performance. Data was collected through questionnaires distributed to 307 faculty members with PhDs from universities and higher education institutions in Pakistan. The study found support for individual readiness for change partially mediating the relationship between organizational culture and organizational performance. The findings provide insight into how different dimensions of organizational culture relate to performance.
Octapace Culture: A Study of Hospitality Sector in Lucknow Regionscmsnoida5
This document summarizes a study on organizational culture in the hospitality sector in Lucknow, India. The study used mixed methods including surveys and interviews of 200 employees to analyze the impact of OCTAPACE cultural parameters on organizational effectiveness. The results found that organizational culture has a significant impact on effectiveness. Companies need a performance-driven culture to motivate employees and maintain competitive advantage. Limitations included the study being static and potential for response bias. The implications are that management must develop a performance-focused environment to strengthen the connections between culture, practices, and performance.
Determinants of Organizational Commitment among Teachers of Technical Educati...scmsnoida5
This document discusses organizational commitment among teachers in technical education in Haryana, India. It begins with defining organizational commitment as the intensity of an employee's identification and involvement with an organization. It then provides background on the growth of technical education in Haryana, noting that it expanded significantly beginning in 1995 with many new engineering colleges established. The study aimed to measure organizational commitment factors among technical education teachers in Haryana using a standardized scale administered to over 1000 respondents. Older teachers and those with doctorate degrees were found to have higher organizational commitment, as did teachers in regular appointments.
This document provides an overview of organizational culture as a theoretical concept. It discusses the origins and definitions of organizational culture, presents Harrison's model of organizational culture with its four dimensions, and explores various typologies that have been used to describe organizational culture. The key aspects covered are the theoretical background of organizational culture, definitions of the concept, Harrison's model with its four dimensions (power, role, achievement and support), and different typologies proposed by various theorists to classify organizational culture.
A Study on Impact of Organization Culture on Employee Behaviour with Special ...YogeshIJTSRD
Organizational culture is characterized by beliefs and convictions that support the organizations objectives. Corporate culture has an effect on employee conduct. Interpersonal relationships, coordination and collaboration between different organizational units, as well as the rewards and incentives provided by their management The management must have the following qualities in order to improve their success in their respective fields B. Kishori | R. Kanimozhi "A Study on Impact of Organization Culture on Employee Behaviour with Special Reference to TNSTC, Perambalur District" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-3 , April 2021, URL: https://www.ijtsrd.com/papers/ijtsrd39999.pdf Paper URL: https://www.ijtsrd.com/management/organizational-behaviour/39999/a-study-on-impact-of-organization-culture-on-employee-behaviour-with-special-reference-to-tnstc--perambalur-district/b-kishori
Perceived influence of organizational culture and management style on employe...Alexander Decker
This document discusses the relationship between organizational culture, management style, and employee performance in Nigerian banking sectors. It reviews literature showing that organizational culture and human resource management are important for achieving organizational goals. The study examines how organizational culture and management style impact employee performance. A survey was conducted of staff in Nigerian banks, collecting data through questionnaires. The findings showed that organizational culture has a strong relationship with employee performance. Elements like equipment handling, social behaviors, and symbols positively influence performance. Management style and attitudes were also found to significantly relate to performance. New employees more easily incorporated when values were compatible between the employee and organization.
This document discusses how innovative culture can affect the relationship between management style and professional skills. It proposes two hypotheses: 1) that a Western management style will have a positive relationship with professional skills, and 2) that an Asian management style will have a positive relationship with professional skills for professionals who rate highly on traditionality. The document provides background on Asian and Western management styles, professional skills, and innovative culture. It argues that an innovative culture can act as a reinforcement factor to motivate learning and skills improvement.
This document provides an overview of the course "EDA 721: Human Resource Management in Education". It includes information on course developers and coordinators. The first unit defines key terms related to human resource management, including human resource, management, and the issues in human resource management. It states that human resource management deals with employment procedures and conditions to allow staff greater self-direction. The major premise is that educational results depend on effective teachers.
This document summarizes a study conducted on the organizational culture of Accenture using the OCTAPACE framework. Interviews were conducted with 40 Accenture employees using the OCTAPACE questionnaire. Factor analysis and t-tests were performed on the data. The t-tests showed significant differences between values and beliefs for trust and confrontation dimensions. Factor analysis grouped values and beliefs into separate components as expected. It was concluded that Accenture has an entrepreneurial culture supporting openness, but needs to improve alignment between values of trust and confrontation and employee beliefs in these areas.
This document summarizes a research study that examined the relationship between leadership styles (transformational and transactional) and the personal demographic profiles of business leaders in Egypt. The study surveyed 85 current and former members of two Egyptian business associations. The findings showed that the transformational leadership style was most commonly adopted, followed by the transactional style. Additionally, the study found no significant influence of a leader's demographic profile (age, tenure, education level) on their exhibited leadership style. This suggests that demographic factors do not determine whether a leader displays more transformational or transactional tendencies. Egyptian business leaders may utilize different degrees of both styles depending on the situational needs.
This document provides an overview of organizational development. It begins with an outline of the chapter, then defines organizational development and discusses its key elements. These include developing individuals, teams, and the overall organization through acquiring skills from various fields like psychology and sociology. Organizational development aims to affect planned change through interventions and is a continuous long-term process led by leaders and consultants.
Research to examine the concepts of management of cultural diversity, motiva...WritingHubUK
The present report mainly deals with the aspects of cultural diversity as well as the management issues which are formed while considering the cultural diversity. The general business scenario observed in the hospitality and tourism industry is also well explained along with the related areas of motivation and leadership as well. The entire globe is getting reshaped or restructured by the advancements in the field of technology and science as well. These scientific as well as technological developments have also resulted in the reshaping of the processes of business also. The productivity as well as the bottomline of the process of business have also been elevated to a great extent. The attributes like fast pace, potentials, accuracy etc have been enhanced with the introduction of technological advancements, which became reasons for the enhancement in the productivity of the business (Stephanie, 2012).
This document discusses the role of human resource development in Panchayati Raj institutions and voluntary organizations in India. It notes that Panchayati Raj aims to empower local self-governance and ensure participation of all sections of society, especially weaker groups. However, inadequate training and leadership issues have hindered its goals. HRD can help by developing people's skills and strengthening accountability. Voluntary organizations also require HRD to build cultures of commitment, assess performance, and motivate volunteers. Both systems greatly benefit from focused HRD efforts.
This document summarizes a research study on how executive coaches in Asia adapt their approach to be culturally appropriate. It finds that social hierarchy strongly influences the coaching relationship in Asian cultures. Clients expect coaches to adapt to local contexts and fulfill obligations of their role within the hierarchy. Coaches interviewed reported flexing their style to suit clients, such as providing advice sought by clients. The study aims to help international coaches understand cultural factors and how to adapt coaching appropriately when working with Asian clients. It is limited by a small sample size but provides initial insights into cultural influences on coaching in Asia.
Management Process and Organizational Behaviorcpjcollege
Management
• According to Henri Fayol, "Management is to manage is to forecast and to plan, to organise, to command, to co-ordinate and to control.“ • Mary Parker Follett (1868–1933), defined management as "the art of getting things done through people."
Effect of Leadership Styles, Organizational Culture, and Employees Developme...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Linking leadership style, organizational culture, motivation and competence o...inventionjournals
This research aims to analyze empirically the influence of leadership style, organizational culture, motivation, and competencies on civil servants performance in mediation is job satisfaction. The design of this research using survey method with the collection of the data in cross-section through the questionnaire. Determination of a sample using simple random sampling with the total number of respondents as much as 265 employees. Methods of analysis of data used in hypothesis testing are the analysis moments of structures. This research provide evidence that leadership style, organizational culture and competence of a positive and significant effect on the job satisfaction, while the negative effect of motivation but Significantly to job satisfaction. Then the leadership style and organizational culture is positive but not significant effect on civil servants performance and motivation as well as competence and job satisfaction the positive and significant effect on the civil servants performance. Job satisfaction is not as mediating variable in explaining the effect of leadership styles and organizational culture on the civil servants performance, while on the other mediation of job satisfaction testing proved to be a full mediation in analyzing the effect of motivation and competencies on the civil servants performance.
Effect of Leadership styles on Organisational commitment.Deepak Chandhok
Research Project on finding effects of Leadership Styles on Organisational Commitment in government sector under the guidance of Dr.Purva Kansal(Associate professor), University Business School.
The effects of leadership styles & organizational culture over firm performanceACCA Global
This study examined the relationships between organizational culture, leadership styles, and firm performance. The researchers hypothesized that organizational culture affects performance, culture and leadership styles are related, leadership impacts performance, and culture mediates the leadership-performance relationship. They surveyed employees from various industries in Turkey. The results showed that mechanistic and humanistic leadership styles are linked to culture. Additionally, bureaucratic and competitive cultures partially mediated the relationship between humanistic leadership and performance. The researchers concluded that culture and leadership are important for firm success and suggested expanding the study to include other leadership types, cultures, and individual outcomes.
The document discusses creating a global ethics training program for a corporation that has expanded into the global market. It explains that a training program is needed to address cultural differences in interpreting ethical standards that could lead to confusion. The summary highlights key benefits of the training program such as creating awareness of global ethical standards, integrating employees through shared values, and providing a framework to reinforce ethical conduct. It also outlines elements of an effective program such as building trust, clearly explaining the need for global ethical knowledge, being thorough, recognizing whistleblowers, and taking action against violations.
The Bhagavad-Gita is considered to be one of the greatest ancient philosophical books the world has ever known. The Bhagavad-Gita has recently made a dramatic impact at Harvard, Wharton and other business schools. The teachings of the Bhagavad-Gita are universal as it is often referred to as the “Handbook for Humanity”. The universal application of the Bhagavad-Gita, when correctly understood and practiced, will enable us to deal with all types of leadership conflicts in life and in organisations.
This document discusses the law of constructive dismissal and its implications for human resource management in Malaysia. It provides background on employment law in Malaysia, defines constructive dismissal, reviews literature on the topic, and analyzes case law awards related to constructive dismissal to identify lessons for preventing such claims. The key points are that constructive dismissal occurs when an employee resigns due to a serious breach of contract by the employer, the number of constructive dismissal awards against employers in Malaysia has increased in recent years, and employers need to properly manage employees to avoid constructive dismissal and its costs.
The document provides guidance on effective interviewing techniques. It emphasizes the importance of structuring interviews by preparing questions in advance based on the job description and using the same process for all candidates. Conducting panel interviews with multiple interviewers is recommended to improve objectivity. Questions should focus on assessing past behaviors and abilities to handle hypothetical situations. The interview should be led by establishing rapport before diving into questions to evaluate fit for the role.
Octapace Culture: A Study of Hospitality Sector in Lucknow Regionscmsnoida5
This document summarizes a study on organizational culture in the hospitality sector in Lucknow, India. The study used mixed methods including surveys and interviews of 200 employees to analyze the impact of OCTAPACE cultural parameters on organizational effectiveness. The results found that organizational culture has a significant impact on effectiveness. Companies need a performance-driven culture to motivate employees and maintain competitive advantage. Limitations included the study being static and potential for response bias. The implications are that management must develop a performance-focused environment to strengthen the connections between culture, practices, and performance.
Determinants of Organizational Commitment among Teachers of Technical Educati...scmsnoida5
This document discusses organizational commitment among teachers in technical education in Haryana, India. It begins with defining organizational commitment as the intensity of an employee's identification and involvement with an organization. It then provides background on the growth of technical education in Haryana, noting that it expanded significantly beginning in 1995 with many new engineering colleges established. The study aimed to measure organizational commitment factors among technical education teachers in Haryana using a standardized scale administered to over 1000 respondents. Older teachers and those with doctorate degrees were found to have higher organizational commitment, as did teachers in regular appointments.
This document provides an overview of organizational culture as a theoretical concept. It discusses the origins and definitions of organizational culture, presents Harrison's model of organizational culture with its four dimensions, and explores various typologies that have been used to describe organizational culture. The key aspects covered are the theoretical background of organizational culture, definitions of the concept, Harrison's model with its four dimensions (power, role, achievement and support), and different typologies proposed by various theorists to classify organizational culture.
A Study on Impact of Organization Culture on Employee Behaviour with Special ...YogeshIJTSRD
Organizational culture is characterized by beliefs and convictions that support the organizations objectives. Corporate culture has an effect on employee conduct. Interpersonal relationships, coordination and collaboration between different organizational units, as well as the rewards and incentives provided by their management The management must have the following qualities in order to improve their success in their respective fields B. Kishori | R. Kanimozhi "A Study on Impact of Organization Culture on Employee Behaviour with Special Reference to TNSTC, Perambalur District" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-3 , April 2021, URL: https://www.ijtsrd.com/papers/ijtsrd39999.pdf Paper URL: https://www.ijtsrd.com/management/organizational-behaviour/39999/a-study-on-impact-of-organization-culture-on-employee-behaviour-with-special-reference-to-tnstc--perambalur-district/b-kishori
Perceived influence of organizational culture and management style on employe...Alexander Decker
This document discusses the relationship between organizational culture, management style, and employee performance in Nigerian banking sectors. It reviews literature showing that organizational culture and human resource management are important for achieving organizational goals. The study examines how organizational culture and management style impact employee performance. A survey was conducted of staff in Nigerian banks, collecting data through questionnaires. The findings showed that organizational culture has a strong relationship with employee performance. Elements like equipment handling, social behaviors, and symbols positively influence performance. Management style and attitudes were also found to significantly relate to performance. New employees more easily incorporated when values were compatible between the employee and organization.
This document discusses how innovative culture can affect the relationship between management style and professional skills. It proposes two hypotheses: 1) that a Western management style will have a positive relationship with professional skills, and 2) that an Asian management style will have a positive relationship with professional skills for professionals who rate highly on traditionality. The document provides background on Asian and Western management styles, professional skills, and innovative culture. It argues that an innovative culture can act as a reinforcement factor to motivate learning and skills improvement.
This document provides an overview of the course "EDA 721: Human Resource Management in Education". It includes information on course developers and coordinators. The first unit defines key terms related to human resource management, including human resource, management, and the issues in human resource management. It states that human resource management deals with employment procedures and conditions to allow staff greater self-direction. The major premise is that educational results depend on effective teachers.
This document summarizes a study conducted on the organizational culture of Accenture using the OCTAPACE framework. Interviews were conducted with 40 Accenture employees using the OCTAPACE questionnaire. Factor analysis and t-tests were performed on the data. The t-tests showed significant differences between values and beliefs for trust and confrontation dimensions. Factor analysis grouped values and beliefs into separate components as expected. It was concluded that Accenture has an entrepreneurial culture supporting openness, but needs to improve alignment between values of trust and confrontation and employee beliefs in these areas.
This document summarizes a research study that examined the relationship between leadership styles (transformational and transactional) and the personal demographic profiles of business leaders in Egypt. The study surveyed 85 current and former members of two Egyptian business associations. The findings showed that the transformational leadership style was most commonly adopted, followed by the transactional style. Additionally, the study found no significant influence of a leader's demographic profile (age, tenure, education level) on their exhibited leadership style. This suggests that demographic factors do not determine whether a leader displays more transformational or transactional tendencies. Egyptian business leaders may utilize different degrees of both styles depending on the situational needs.
This document provides an overview of organizational development. It begins with an outline of the chapter, then defines organizational development and discusses its key elements. These include developing individuals, teams, and the overall organization through acquiring skills from various fields like psychology and sociology. Organizational development aims to affect planned change through interventions and is a continuous long-term process led by leaders and consultants.
Research to examine the concepts of management of cultural diversity, motiva...WritingHubUK
The present report mainly deals with the aspects of cultural diversity as well as the management issues which are formed while considering the cultural diversity. The general business scenario observed in the hospitality and tourism industry is also well explained along with the related areas of motivation and leadership as well. The entire globe is getting reshaped or restructured by the advancements in the field of technology and science as well. These scientific as well as technological developments have also resulted in the reshaping of the processes of business also. The productivity as well as the bottomline of the process of business have also been elevated to a great extent. The attributes like fast pace, potentials, accuracy etc have been enhanced with the introduction of technological advancements, which became reasons for the enhancement in the productivity of the business (Stephanie, 2012).
This document discusses the role of human resource development in Panchayati Raj institutions and voluntary organizations in India. It notes that Panchayati Raj aims to empower local self-governance and ensure participation of all sections of society, especially weaker groups. However, inadequate training and leadership issues have hindered its goals. HRD can help by developing people's skills and strengthening accountability. Voluntary organizations also require HRD to build cultures of commitment, assess performance, and motivate volunteers. Both systems greatly benefit from focused HRD efforts.
This document summarizes a research study on how executive coaches in Asia adapt their approach to be culturally appropriate. It finds that social hierarchy strongly influences the coaching relationship in Asian cultures. Clients expect coaches to adapt to local contexts and fulfill obligations of their role within the hierarchy. Coaches interviewed reported flexing their style to suit clients, such as providing advice sought by clients. The study aims to help international coaches understand cultural factors and how to adapt coaching appropriately when working with Asian clients. It is limited by a small sample size but provides initial insights into cultural influences on coaching in Asia.
Management Process and Organizational Behaviorcpjcollege
Management
• According to Henri Fayol, "Management is to manage is to forecast and to plan, to organise, to command, to co-ordinate and to control.“ • Mary Parker Follett (1868–1933), defined management as "the art of getting things done through people."
Effect of Leadership Styles, Organizational Culture, and Employees Developme...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Linking leadership style, organizational culture, motivation and competence o...inventionjournals
This research aims to analyze empirically the influence of leadership style, organizational culture, motivation, and competencies on civil servants performance in mediation is job satisfaction. The design of this research using survey method with the collection of the data in cross-section through the questionnaire. Determination of a sample using simple random sampling with the total number of respondents as much as 265 employees. Methods of analysis of data used in hypothesis testing are the analysis moments of structures. This research provide evidence that leadership style, organizational culture and competence of a positive and significant effect on the job satisfaction, while the negative effect of motivation but Significantly to job satisfaction. Then the leadership style and organizational culture is positive but not significant effect on civil servants performance and motivation as well as competence and job satisfaction the positive and significant effect on the civil servants performance. Job satisfaction is not as mediating variable in explaining the effect of leadership styles and organizational culture on the civil servants performance, while on the other mediation of job satisfaction testing proved to be a full mediation in analyzing the effect of motivation and competencies on the civil servants performance.
Effect of Leadership styles on Organisational commitment.Deepak Chandhok
Research Project on finding effects of Leadership Styles on Organisational Commitment in government sector under the guidance of Dr.Purva Kansal(Associate professor), University Business School.
The effects of leadership styles & organizational culture over firm performanceACCA Global
This study examined the relationships between organizational culture, leadership styles, and firm performance. The researchers hypothesized that organizational culture affects performance, culture and leadership styles are related, leadership impacts performance, and culture mediates the leadership-performance relationship. They surveyed employees from various industries in Turkey. The results showed that mechanistic and humanistic leadership styles are linked to culture. Additionally, bureaucratic and competitive cultures partially mediated the relationship between humanistic leadership and performance. The researchers concluded that culture and leadership are important for firm success and suggested expanding the study to include other leadership types, cultures, and individual outcomes.
The document discusses creating a global ethics training program for a corporation that has expanded into the global market. It explains that a training program is needed to address cultural differences in interpreting ethical standards that could lead to confusion. The summary highlights key benefits of the training program such as creating awareness of global ethical standards, integrating employees through shared values, and providing a framework to reinforce ethical conduct. It also outlines elements of an effective program such as building trust, clearly explaining the need for global ethical knowledge, being thorough, recognizing whistleblowers, and taking action against violations.
The Bhagavad-Gita is considered to be one of the greatest ancient philosophical books the world has ever known. The Bhagavad-Gita has recently made a dramatic impact at Harvard, Wharton and other business schools. The teachings of the Bhagavad-Gita are universal as it is often referred to as the “Handbook for Humanity”. The universal application of the Bhagavad-Gita, when correctly understood and practiced, will enable us to deal with all types of leadership conflicts in life and in organisations.
This document discusses the law of constructive dismissal and its implications for human resource management in Malaysia. It provides background on employment law in Malaysia, defines constructive dismissal, reviews literature on the topic, and analyzes case law awards related to constructive dismissal to identify lessons for preventing such claims. The key points are that constructive dismissal occurs when an employee resigns due to a serious breach of contract by the employer, the number of constructive dismissal awards against employers in Malaysia has increased in recent years, and employers need to properly manage employees to avoid constructive dismissal and its costs.
The document provides guidance on effective interviewing techniques. It emphasizes the importance of structuring interviews by preparing questions in advance based on the job description and using the same process for all candidates. Conducting panel interviews with multiple interviewers is recommended to improve objectivity. Questions should focus on assessing past behaviors and abilities to handle hypothetical situations. The interview should be led by establishing rapport before diving into questions to evaluate fit for the role.
This document discusses the laws around retrenchment in Malaysia and its implications for human resource management practices. It defines retrenchment as the termination of employment contracts for employees deemed surplus due to factors like restructuring or economic downturn. The document outlines relevant statutes governing retrenchment in Malaysia and findings from court cases that revealed many retrenchments were ruled against employers for poor workforce selection processes or mishandling of retrenchment. It recommends viewing retrenchment as a proactive rather than reactive process involving effective planning and exploring alternatives before use as a last resort.
CULTURAL DISTANCE: HOW IS IT MEASURED AND HOW DOES IT IMPACT ON GLOBAL MARKE...Maxie Tran
Cultural distance is a well-known terms which been used in Business in general and in the field of Marketing in particular; and when it has been recognized to be as a dimension that means it can be measured. In a few decades, there were a several pioneers who have researched and invented some different methods to
measure this distance. For instance, the model of Hofstede and Trompenaars based on extrapolating the data a set of distributed questionnaires among the employees; whereas Shalom Schwartz’s frameworks focused on the nature of basic human values by a survey among people from cross-cultural countries. This essay assignment firstly aims to evaluate those methods critically to compare some methods of the cultural
measurement and also figures out the strengths and weakness as the influences which they have. In addition to this, because the cultural gap creates an enormous impact on the inevitability of global marketing operations; therefore, the rest of this assignment will focus on analyzing and identifying that issue by explaining the reason Coca-Cola failed on the international market by a crisis itself in 1999. It also
interprets the awareness off the importance of the cultural distance by the way Coca-Cola changed their marketing activities to have been adapted to fit the diverse culture from different countries as restored the Coca-Cola’s prosperity and keep being successful.
This document provides an overview of employment termination laws and best practices for managers in Malaysia. It discusses the different types of voluntary and involuntary termination. If termination is unavoidable, the document advises proper planning to avoid unfair dismissal claims and legal issues. This includes following due process, such as conducting investigations for misconduct cases and domestic inquiries. The burden of proof is on the employer to show just cause for dismissal. Remedies for unfair dismissal include filing a representation with the Director General seeking reinstatement. Constructive dismissal occurs when an employer makes working conditions unbearable to force an employee to resign. Throughout, the document emphasizes complying with employment laws and natural justice to conduct termination lawfully and avoid disputes.
1) The document discusses a study examining the effect of organizational culture, leadership, and personal values on improving ihsan behavior at Masyithoh Hospital in Bangil, Indonesia.
2) The study found that organizational culture positively but not significantly affects ihsan behavior. Leadership was found to affect organizational culture but not ihsan behavior. Personal values were found to affect organizational culture.
3) The study aims to provide an integrated examination of how these factors affect ihsan behavior, which previous studies have not fully addressed. It combines Western and Islamic indicators to analyze their impact on ihsan behavior.
Using Organizational Culture, Leadership and Personal Values to Improve Ihsa...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
This document discusses the role of human resource management (HRM) in organizations in future India. It notes that organizations face demands for change from suppliers, competitors, and other stakeholders. HRM must help organizations adapt to changes in technology, culture, and the business environment while maintaining stability. The document reports on a study that examined perspectives of HRM practitioners on culture, change, and their role in 2010 versus anticipated needs in 2020. The results showed increased emphasis on HRM involvement in strategic planning, organizational culture change, and development. HRM is seen taking a greater role in business strategies and cultural diversity management to help organizations remain competitive globally.
This document provides an overview of an Organization Development course for the Spring 2021 semester. It discusses the course code, title, department, instructor, and learning objectives. It then covers various topics related to Organization Development, including challenges organizations face, the meaning and objectives of OD, characteristics of OD, and levels of human systems. It also discusses the work of OD practitioners, OD perspectives, a brief history of OD, mainstream OD practices, and the role of the OD professional.
This document provides an overview of changing organization culture in the Indian corporate world. It discusses factors such as leadership style, common language, organizational characteristics, and group boundaries that influence culture. It also describes how organizations distribute power and status, develop norms of intimacy and friendship, and implement rewards and punishments. The document aims to analyze reasons for changing organizational culture in India and methods adopted, such as effective leadership, training, and changing recruitment criteria.
Running head ANNOTATED BIBLIOGRAPHY1ANNOTATED BIBLIOGRAPHY.docxSUBHI7
Running head: ANNOTATED BIBLIOGRAPHY 1
ANNOTATED BIBLIOGRAPHY 6
Organizational Development
Author’s Name
Course Title
Professors’ Name
Date
Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage
learning.
This book is based on organization development which is a process that is broadly applied in behavioral science practices and knowledge that helps organizations in building their capacity to achieve greater and change effectiveness. This includes employee satisfaction, environmental sustainability and increased financial performances. It also examines assumptions, models, and background of organization development, strategies and other aspects of organization development (OD). I choose this book as it has elaborated the concept of OD to detail as well as its historical evolution in the past 60 years.
Fox, H. L. (2013). The promise of organizational development in nonprofit human services
Organizations. Organization Development Journal, 31(2), 72.
The author advocates for mentally ill, sick children, domestic violence victims, and child abuse and neglect victims. Nonprofit human services organizations which function under an ideology that aims at change for the community, individual, nation, region or world through their missions of advocacy and service. Nonprofit agencies sometimes are caught up in competitive environments as they function with not enough or decreasing resources as well as increasing demand for services. The author feels that organizational development efforts will upgrade internal systems management, build organizations capacity and also develop personnel. This article can be useful because it explores some issues applicable to providing organizational development in these nonprofit agencies which serve as a primer to those thinking of issuing organizational development services.
Hartnell, C. A., Ou, A. Y., & Kinicki, A. (2011). Organizational culture and organizational
effectiveness: a meta-analytic investigation of the competing values framework's theoretical suppositions. Journal of Applied Psychology, 96(4), 677.
The belief behind much of this research is that organizational culture is a significant social trait that influences individual, group as well as organizational behavior .it is believed to be shared among organizational levels thus influencing the behaviors and attitudes of employees. Moreover, it a set of assumptions that an organizational or group holds which determines how it thinks, perceives or reacts to different environments.I would use this article since it has explained how organizational development is determined by beliefs, norms or values of an organization.
Lewis, R. (n.d). Strategy and Organizational Development.
Ralph Lewis refers to organizational development as a term that originated from the current thinking in management. This is because organizational development was seen as synonymous which had certain orientation o ...
A Study on Perception of Work Culture and Its Impact on Employee Behavior.pdfChristine Maffla
- The document discusses a study on the perception of organizational culture and its impact on employee behavior. It aims to understand the relationship between various aspects of organizational culture (like openness, trust, collaboration, etc.) and employee behavior.
- A literature review found that factors like openness, trust, employee involvement and empowerment positively impact employee behavior and engagement. Organizational culture plays an important role in shaping employee attitudes and performance.
- The study used a survey methodology with a sample of 60 employees to understand their perceptions of various cultural factors and behaviors. Statistical analysis found several cultural factors like decision making, recognition, learning to be positively correlated with behaviors.
A THEORETICAL FRAMEWORK ON ORGANIZATION CULTURE DIMENSIONSScott Faria
This document summarizes a research paper that explores the different dimensions of organizational culture. It identifies six main dimensions that researchers have used to analyze organizational culture: OCTAPACE, which includes openness, confrontation, trust, authenticity, proaction, autonomy, collaboration, and experimentation; and Hofstede's culture dimensions, which looks at culture on a national level. The document reviews studies that have analyzed these dimensions in various organizations. The purpose is to better understand organizational culture by examining its multidimensional nature and how different aspects of culture can impact an organization.
1. Leadership is a key element for all organizations but its function is complicated by globalization and technology development. Effective leadership is important for managing cross-cultural teams.
2. Global leaders must develop skills to deal with organizational challenges in multicultural workplaces. It is important to identify vital leadership skills for success as a global leader.
3. Factors like cultural diversity, gender differences, and technology development present challenges for global leaders and affect leadership practices in international organizations. Developing cross-cultural competencies is important for global leaders to be effective in diverse environments.
The Importance Of Development In Organizational...Monica Rivera
Organizational culture has a significant impact on team development and performance. A positive culture that values collaboration, innovation and continuous learning will foster high-performing teams. As teams form and interact over time, they develop their own norms, values and ways of working that are influenced by the larger organizational culture. Leaders play a key role in shaping culture and can reinforce behaviors that support team goals. If the culture is not aligned with team objectives, it can create barriers like silos and risk aversion that prevent teams from achieving their full potential. Assessing and strategically shaping organizational culture is important for developing effective teams.
lo Dr. Geofrey I am using the Introduction page for another assign.docxgauthierleppington
lo Dr. Geofrey I am using the Introduction page for another assignment it was just an example to guide you when doing the PowerPoint Presentation. If you have any questions for me, please feel ree to email me anytime day or night. Thanks a whole lot!
~Michelle
Week 7 - PowerPoint Presentation Discussion
Post your PowerPoint presentation here as an attachment, and include a brief overview of your project and what you have discovered as a result of this assignment. Your post should be 300 words or more which you already has done for me and PLEASE, PLEASE, PLEASE, PLEASE follow the The Research Outline that is sent to you.
Next, review the PowerPoint presentations to 2 of your classmates or more, and next then prepare a response post with your insights, observations, and ask a MAXIMUM of 2 questions to the classmates that you will response to). Your response posts should be a MAXIMUM of 150 words or more each NO less!
Organizational Culture for Apple Research Outline
Michelle D. Morrow
MGMT 603 Organization Development
American Public University
Dr. Bari Courts
October 11, 2016
Abstract
This Sample Outline describes the Organizational culture of Apple Inc., and organizational culture is described as a unique and distinguished system of shared meanings employed by members of an organization which makes the organization unique. This outlines also briefly describes some of the practices employed by Apple Inc. which makes it unique and distinguishes it from other organizations. In continuation, various culture practiced by Apple company is said to impact the organization in positive ways, and because of these; the company also employs certain measures that ensure the positive cultures are maintained and put into practice throughout the organization operational lifetime. How organizational culture of Apple Inc. started is also mentioned through the outline, and most of the practiced cultures were introduced by the key founders. Finally, the outline includes a conclusion of the culture and a part to include the recommendations which can be employed to improve the organizational culture.
I. A. definition of Organizational Culture
1. Organizational culture basically refers a distinguished system of shared meaning practiced by members, makes the organization unique and distinguishes it from other organizations.
2. Practices that defines the culture of Apple Inc. include;
a. Creativity
b. Innovation
c. Moderate Combativeness
d. High level of Excellence
B. Apple Culture as a descriptive term
1. Apple organization culture focuses on its employees’ perception of the characteristics of the culture not whether they love the culture.
2. Apple employees view their organization culture as to;
a. Encourage teamwork
b. encourages innovation and inventions
c. Stifle Initiative.
II. How do culture impact on Apple In.
A cultural theory of post consolidation behaviour in the nigerian banking ind...Alexander Decker
This document discusses organizational culture in Nigerian banks following a consolidation period from 2004-2005. It aims to establish a relationship between organizational culture and performance. A study of 10 banks found that staff views on culture strength differed, but most reflected their firm's dominant culture. A test showed a very high positive correlation between culture strength and bank performance - stronger cultures led to better performance. The paper recommends banks explicitly recognize culture's importance to effectiveness.
Gadjah Mada International Journal of Business - September-DecDustiBuckner14
Gadjah Mada International Journal of Business - September-December, Vol. 22, No. 3, 2020
250
Gadjah Mada International Journal of Business
Vol. 22, No. 3 (September-December 2020): 250-275
*Corresponding author’s e-mail: [email protected]
ISSN: PRINT 1411-1128 | ONLINE 2338-7238
http://journal.ugm.ac.id/gamaijb
Leadership Styles and Organizational
Knowledge Management Activities:
A Systematic Review
Nabeel Al Amiri*a, Rabiah Eladwiah Abdul Rahima, Gouher Ahmedb
aUniversity Tenaga Nasional, Malaysia
bSkyline University College, United Arab Emirates
Abstract: Leaders play a critical role in the success or failure of their organizations. Leaders can
be effective in implementing changes, building their organization’s capabilities, and improving its
performance, or the opposite, they could be ineffective. In this systematic review, the authors aim
to summarize the findings of previous quantitative research, published between the period from
2000 to 2018, to identify the effect of various leadership styles on organizational Knowledge
management (KM) capabilities and activities. The authors reviewed 50 articles found in well-
known databases included Emerald, ScienceDirect, Taylor and Francis, Ebsco, Google Scholar,
and others, concerning the impact of leadership when implementing KM in business organiza-
tions. The review revealed that transformational, transactional, knowledge-oriented leadership,
top executives, and strategic leadership have evidence of their constant and positive effect on the
KM process. The authors encourage organizations to use a combination of those styles to max-
imize the effect of leadership on KM. The authors also recommend conducting further studies
on the effect of the remaining leadership styles, such as the ethical and servant leadership styles
on KM and the other specific KM activities.
Keywords: leadership, leadership styles, knowledge, knowledge management, organization
JEL Classification: M000, M100, M150
Al Amiri et al
251
Introduction
According to the literature, KM has
a significant impact on organizational per-
formance and innovation. Researchers have
found a strong link between KM and differ-
ent aspects of management innovation that
provide an organization with a competitive
advantage. KM’s implementation in business
organizations could be affected by sever-
al factors, such as the organization culture,
budget, infrastructure, technology, and lead-
ership.
The impact of leadership on business
and organizational management has been
recognized as a significant factor that could
make a difference in organizational perfor-
mance. The academic gurus proposed sev-
eral theories, such as the great man theory,
various behavioral theories, Lewin’s theory,
the contingency theory, the situational lead-
ership theory, the transformational theory,
the transactional theory (or managerial lead-
ership), and many others.
Based on the existing literature, the out ...
A comperative study of organizational culture of sbi, icici, hdfc bankshweta mukherjee
This document is a mentoring report on the organizational culture of State Bank of India (SBI), ICICI Bank, and HDFC Bank. It includes an introduction to organizational culture, objectives of the study which are to study the current culture of the three banks and compare them to determine the best culture. The report will analyze data collected on the banks' cultures to draw inferences. It aims to generate information on the current work cultures and employees' perspectives within the banks.
Karthyeni Sridaran has over 25 years of experience in public, private, consulting and academic sectors. She has a PhD from Monash University and teaches subjects related to management, HR, organizational wellness and positive psychology. Her research focuses on workplace spirituality and how spiritual leadership can create trusting, collaborative work environments. She has published journal articles and book chapters on these topics and presented her research at international conferences.
Human Resource Development: A Conceptual Expositionijtsrd
Development of persons to their maximum potential and the conservation of talent is the Human Resource Development (HRD) concept. HRD has been defined as œthe process of increasing the knowledge, skills and the people in society. But today, there is a little awareness of the fact that HRD is a contributing factor for the economic growth of the country. Without qualitative improvement of human resource the possibilities of an improvement in the standard of living of the masses are remote. An organization is known not by concrete and bricks but by the type of its human resource. It is constructed or destroyed by quality and behavior of its people. It has growingly been realized that improvement in manpower in key to both micro and macros developers. Tirumala Rao Guruvu"Human Resource Development: A Conceptual Exposition" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-1 | Issue-6 , October 2017, URL: http://www.ijtsrd.com/papers/ijtsrd4614.pdf http://www.ijtsrd.com/management/hrm-and-retail-business/4614/human-resource-development-a-conceptual-exposition/tirumala-rao-guruvu
This document is a project report submitted as part of an MBA program. It discusses conducting a study on the organizational culture of Comviva Technologies by comparing the cultures as perceived by middle and lower management. The introduction provides an overview of organizational culture, how it is formed and impacts an organization. It also discusses various aspects of observing and aligning an organization's culture, and the role of strong leadership in transforming culture.
This document discusses the role of organizational culture on employee performance, using a case study of the Postal Corporation of Kenya (PCK). It first defines organizational culture and reviews relevant literature on the relationship between culture and performance. It then describes the research methodology, which used questionnaires and data analysis to examine how elements of culture like control systems, rituals, routines, symbols and myths influence employee performance at PCK. The study found that these cultural elements do play a role in impacting employee performance. It recommends that organizations appreciate and recognize how culture affects performance.
Effect of Organizational Culture, Organizational Commitment to Performance: S...theijes
This study aims to analyze and determine the influence of organizational culture on organizational commitment
and employee performance as well as the influence of organizational commitment to employee performance.
The approach used is causality between the variables, whereas sampling techniques using the census method
with the number of respondents targeted 115 employees. All the variables measured using indicators variables,
and analytical methods used are Structural Equation Model (SEM). The results showed that organizational
culture has a positive and significant impact on organizational commitment and employee performance. It was
also found that organizational commitment has a positive and significant impact on employee performance, and
organizational commitment has a significant role as a mediating variable between organizational culture with
employee performance. These findings give meaning that, to improve employee performance it is necessary to
increase organizational culture and organizational commitment.
Similar to Organisational development and the Hindu trinity - – Brahma, Vishnu and Shiva (20)
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise stimulates the production of endorphins in the brain which elevate mood and reduce stress levels.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
The document summarizes key incidents and happenings across chapters and sargas of the Ramayana. In the Balakanda, it describes Narada and Valmiki's conversation, the epic's composition, and Lava and Kusa reciting to Rama. It also summarizes Rama's marriage to Sita and encounter with Parasurama. The Ayodhya Kanda discusses Dasaratha's desire to crown Rama and Kaikeyi and Dasaratha's conversations, leading to Rama's departure for the forest. The Aranya Kanda details Rama's journey to Chitrakuta Mountain and meeting with sages in Dandakaranya. The Yuddha Kanda
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Several figures prophesy the downfall of Ravana, including that it will be through a woman, an army of monkeys will play a role, and one of his descendants will kill him. Additionally, Vedavati will reincarnate and help enable his death, Ravana cannot approach an unwilling lady, and Brahma similarly cursed Ravana after hearing about an issue with Punjikasthala.
Killing should only be used as a last resort, and extreme actions require extreme restraint. The goal should be to restore dharma or righteousness in the system through non-violent means such as reforming Ravana, rather than immediately killing him. If reforming Ravana fails, only then should other measures such as removing him from power be considered, with his death being an absolute last option.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The speaker's anger increases upon hearing the name of a demon who committed an offense. Because of this demon's offense, the speaker will see that all demons are destroyed. Those who fall into the trap of death's power do evil acts, and because of the vilest demon's offense, his entire lineage will be destroyed.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document summarizes the key events in the Yuddha Kanda section of the Ramayana. It describes Rama's preparations for war against Ravana and Vibhisana seeking refuge under Rama. It then outlines the major battles, including the vanaras building a bridge to Lanka, Indrajit using a magical weapon against Rama's army, Hanuman bringing a healing herb, and the final battle where Rama kills Ravana. It concludes with Vibhisana being crowned king of Lanka, Sita proving her purity, and Rama's coronation and return to Ayodhya with Sita.
Goodness involves being compassionate and focusing on the larger good, while greatness requires knowledge, skills, effort, and single-pointed focus. There is an ability to do things rightly and do right things. The Bhagavad Gita is considered the most celebrated, recited, and recommended book for reading, as it provides guidance for many life issues and benefits such as peace of mind, health, wealth, prosperity, overcoming misery, reuniting separated couples, peace, harmony, and success in all aspects of life.
Hanuman offers to carry Sita back to Ram after finding her in Lanka. Sita refuses, saying it would be against dharma for an unmarried woman to touch another man. She praises Hanuman for his goodness, greatness, abilities, and focus on dharma.
A person finds themselves in an unknown place surrounded by scary and unfamiliar people, sounds, and sights. They do not understand the language or see any signs of hope. They notice one individual, Sita, has pointed ears. Sita replies to an offer from Hanuman.
The document discusses the benefits of reciting the Sundara Kandam text. It states that reciting this text leads to health, wealth, prosperity, the vanquishing of miseries, the reuniting of separated couples, peace and harmony everywhere, and success in all walks of life. The Sundara Kandam is described as the most celebrated, recited, and recommended book for readings due to the many benefits it provides, such as solutions to life's issues, specific benefits, and peace of mind.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
2. 492 P.K.C. Low and B. Muniapan
Balakrishnan Muniapan is a Senior Lecturer in Human Resource Management
at the School of Business and Design, Swinburne University of Technology
(Sarawak Campus), in Kuching (Malaysia). He is also an active HRM and
Industrial Law Consultant in Malaysia and within Asia. He has more than 50
publications in journals, books and conference proceedings. He has presented
on HRM at several seminars and academic conferences within Asia, Australia
and Europe.
1 Introduction
The purpose and objectives of the paper is to relate organisational development (OD)
from the perspectives of leadership, corporate culture and organisational change with,
viz. the Hindu1 trinity2 – Brahma, Vishnu and Shiva. Lord Brahma is the first member of
the Hindu trinity, Lord Vishnu being the second and Lord Shiva, the third. The roles
played by the Hindu trinity have a similar application in the context of OD and
organisational life cycle. It is also highly relevant for leadership, corporate culture
and change management.
Leadership roles remain one of the most relevant aspects of the organisational
context. A leader is a person who influences a group of people towards a specific result.
Leaders are also recognised by their capacity for caring for others, clear communication
and a commitment to their task or function. Leaders play important roles in forming an
effective culture (Brahma), maintaining and sustaining the culture and changing the
culture to adapt to the changing environment (Vishnu) and organisational renewal
(Shiva). An organisation’s corporate culture on the other hand is a set of values, what is
held dearly, close to our hearts (Low Kim Cheng, 2002a,b, 2005a–d, 2008). Corporate
culture, therefore, can contribute and lead to a firm’s start-up (Brahma), stability and/or
growth (Vishnu) and renewal or organisational reengineering (Shiva).
Organisations today are required to adopt a ‘new paradigm’, in leadership and culture
to be more sensitive, flexible and adaptable to the demands and expectations of
stakeholder demands to adapt to the environmental changes. A variety of driving forces
have provoked the need for organisational change and development. Increasing
telecommunications and sophisticated technologies have ‘shrunk’ the world substantially.
On the other hand, the increasing diversity of workforce has brought in a wide array of
differing values, perspectives and expectations among workers. Therefore, the need to
research and find new ways and approaches like the use of metaphors towards OD
becomes crucial to create and sustain competitive advantage.
The use of metaphors by researchers when depicting OD, leadership and corporate
culture is not uncommon. Morgan (1997) provided a number of metaphors that have been
proposed for understanding organisations. He suggested eight different metaphors, each
of which provides a different way of thinking about organisations, seeing the
organisation:
1 as a goal-seeking machine with interchangeable parts
2 as a biological organism that continually adapts to change
3 as a central brain that can respond to, and predict, change
3. OD and the Hindu trinity 493
4 as centering on a set of shared values and beliefs
5 as centering on power and conflict as a means, whereby individuals achieve their
own aspirations or mutual self-interest
6 as centering on norms of behaviour so that the organisation is likened to a psychic
prison
7 as flux and transformation
8 as an instrument of domination.
Metaphors can indeed be used to illustrate such a pattern or theme, and Gannon (1993,
1994, cited in Low Kim Cheng, 2002a,b) has used them to describe organisations and
cultures. Metaphors are usually situations, events or circumstances that occur in a culture
that capture and clarify its essential elements. One such example is the symphony
orchestra as the cultural metaphor for Germany. Germany is a musical nation with many
orchestras, and operates like one. In a symphony orchestra, conformity is valued, rules
are established and each person is expected to work for the overall goodness and
efficiency. Several other examples given of national cultural metaphors include the
Italian opera, French wine, Russian ballet, Japanese garden, Spanish bullfight, American
football and Turkish coffee house (Gannon, 1993, 1994, p.19). The use of metaphors to
understand organisation and cultures has, therefore, much potential, and they create new
understanding about the original objects (cultures) (Ortony, 1979, cited in Low Kim
Cheng, 2009, 2002a,b). The use of metaphors also keeps the field of OD growing,
moving and challenging, as different views and perspectives are provided in
understanding and managing organisations.
2 Organisational development
OD is a dynamic field, which keeps growing and increasingly becoming relevant in
management literature, as the nature and needs of organisations are changing
dramatically (Grieves, 2000). OD is the process of improving organisations. The process
is carefully planned and implemented to benefit the organisation, its employees and its
stakeholders. OD is increasingly becoming relevant, as today’s organisations operate in a
rapidly changing environment. Profitability, productivity, morale and quality of work life
are of concern to most organisations because they impact achievement of organisation
goals. There is an increasing trend to maximise an organisation’s investment in its
employees. Jobs that previously required physical dexterity now require more mental
effort. Organisations need to ‘work smarter’ and apply creative ideas. Consequently, one
of the most important assets for an organisation is the ability to manage change
effectively to remain competitive, and for people to remain healthy and committed
(Muniapan, 2006).
OD’s relevance is also due to the current changes in the workforce. Employees expect
more from a day’s work than simply a day’s pay. They want challenge, recognition, a
sense of accomplishment, worthwhile tasks and meaningful relationships with their
managers and co-workers. On the other hand, today’s customers demand continually
improving quality, rapid product or service delivery; fast turnaround time on changes,
competitive pricing and other features that are best achieved in complex environments by
4. 494 P.K.C. Low and B. Muniapan
innovative organisational practices. The effective organisation must be able to meet
today’s and tomorrow’s challenges, and therefore adaptability and responsiveness are
essential to survive and thrive (Muniapan, 2006).
OD is often referred to as the approach and response to change to increase the
organisation’s effectiveness and viability (Western, 2010). OD has received a great deal
of attention over the past several decades, as organisations face new and complex
challenges like never before. Bennis (1969, p.12 cited in Grieves, 2000) has referred OD
as a ‘response to change, a complex educational strategy intended to change the beliefs,
attitudes, values and structure of organisation so that they can better adapt to new
technologies, marketing and challenges and the dizzying rate of change itself’.
Beckhard on the other hand defines OD as a ‘planned effort’ involving ‘systematic
diagnosis’ of the ‘total organisation managed from the top’ to increase ‘organisational
effectiveness and health’ of the overall system (Beckhard, 1969, pp.9–10, cited in
Grieves, 2000). OD is also a ‘system-wide application of behavioural science knowledge
to the planned development and reinforcement of organisational strategies, structures and
processes for improving an organisation’s effectiveness’ (Cummings and Worley, 2006,
p.2).
The field of OD is receiving a great deal of attention now as a growing field, and has
the diversity of perspectives and approaches. The past few decades have seen an
explosion in the number of OD tools, such as process consulting, cultural change,
continuous improvement (kaizen), systems theory, system thinking and strategic thinking
to effectively explore and understand organisations, and to guide for successful change in
those organisations. As new approaches for OD are being developed from various
perspectives, the authors are relating the Hindu trinity – Brahma, Vishnu and Shiva in the
context of OD, focusing on the leadership, culture and change perspectives.
This religious metaphor is aptly chosen, because at the end of the day certain values
have to be religiously or ritualistically perpetuated; and at that, in fact, be strongly
adhered. That certain values, the authors are referring to, are the company’s success
values (Low Kim Cheng, 2005c) as well as ethical values. However, of the values that
make up an organisation’s culture, ethical values are now considered among the most
important (Daft, 2004). Widespread corporate scandals, missing or embezzled funds and
charges of insider trading have blanketed the newspapers and the media in recent years.
Chief Executive Officers (CEOs) are also under scrutiny from the public as never before.
Corporations, even some small companies are putting emphasis on ethics to restore that
vital trust among their stakeholders, particularly customers and the communities. Ethical
values set standards of what is good or bad in conduct and decision-making (Daft, 2004).
3 The Hindu trinity
Over the decades, we have witnessed a tremendous growth of literatures relating to the
philosophy, transpersonal psychology, meditation, yoga, Vedanta3, Islam, Christianity,
Buddhism, Taoism and many other philosophical schools of thought in management
(Kale and Shrivastava, 2003 cited in Muniapan, 2006). There is also a increasing number
of literature on the Indian philosophy and organisational management from authors, such
as Chakraborty (1993, 1995, 1999), Chakraborty and Chakraborty (2008), Sharma (1996,
1998, 1999, 2002, 2003), Krishnan (2001, 2003), Kejriwal and Krishnan (2004), Satpathy
(2006, 2007), Muniapan (2006, 2007, 2009, 2010), Muniapan and Dass (2008, 2009),
5. OD and the Hindu trinity 495
Muniapan and Satpathy (2010), Satpathy and Muniapan (2008), Roka (2006), Parashar
(2008) and others. These scholars have made studies based on the Vedic literatures,4
Upanisads, Ramayana,5 the Bhagavad-Gita6 (a part of Mahabharata7) and the
Arthashastra of Kautilya.8 Except for the earlier studies by Low Kim Cheng (2008) on
leadership and corporate culture from Hindu trinity, and another study by Low Kim
Cheng (2010) on ‘Successfully Negotiating in Asia’, applying the Hindu trinity in the
form of the Brahma Negotiator, the Vishnu Negotiator and the Shiva Negotiator as well
as the Kathakali Negotiator, there has not been any management and OD literature related
to the Hindu trinity.
The Hindu trinity consists of Lord Brahma, Lord Vishnu and Lord Shiva. Lord
Brahma is the first member of the Hindu trinity as the creator (builder). The trinity
represents the three fundamental powers of nature, which are manifested in the world,
viz. creation, destruction and maintenance. These powers exist perpetually as the
creation, maintenance and destruction is going on all the time. They are inseparable, as
the creation and destruction are like two sides of a coin. Maintenance on the other hand is
an integral part of the processes of creation and destruction. Life in this world is a
manifestation of the three principles of creation, sustenance and destruction. In fact, these
three are interconnected. The apparent destruction is only an essential forerunner to
creation.
Lord Brahma is traditionally accepted in the Indian context as the creator of the entire
universe. Creation requires creativity and creativity requires knowledge and wisdom,
therefore the consort of Lord Brahma is Saraswati Devi, who is the goddess of learning.
In the Devi Mahatmya9 (an ancient Hindu text), Saraswati Devi is in the trinity of Maha
Kali, Maha Lakshmi and Maha Saraswati. One of the earliest iconographic descriptions
of Brahma is that of the four-faced god seated on a lotus. The Lord Brahma has in his
four hands a water pot (kamandalu), a manuscript (Vedas), a sacrificial implement
(sruva) and a rosary (mala). He wears the hide of a black antelope, and his vehicle is a
swan (hamsa). The four faces of Brahma represent the four Vedas. They also symbolise
the functioning of the inner personality (antahkarana), which consists of thoughts. They
are the mind (manas), the intellect (buddhi), ego (ahamkara) and conditioned
consciousness (chitta). They represent the four ways in which thoughts function. They
are the manifestations of the unmanifest consciousness (Rudra Centre, 2007).
Lord Vishnu is the preserver of the universe and presiding deity of peace (manager,
leader). The Vedas and the Vedic literatures refer Lord Vishnu as the eternal, all-
pervading spirit and the source of all sources. Lord Vishnu is often seen in human form,
sleeping on the great serpent Ananta Shesha and floating on the Causal Ocean, Universal
Ocean and Milk Ocean. Lord Vishnu’s role is to protect humans and to restore order to
the world. His presence is found in every object and force in creation, and some Hindus
recognise him as the divine being from which all things come. Lord Vishnu appears in a
number of Hindu texts, including the Rig Veda10, the Mahabharata and the Ramayana.
To perform his role as a preserver, Lord Vishnu had ten principal avatars or
incarnations (10th avatar, Kalki yet to come) of which Lord Rama and Lord Krishna are
the most important. The first, Matsya, was a fish; the second avatar was Kurma; the third
as Varaha, the boar; the fourth avatar, the man lion Narashimha; Lord Vishnu appeared
on earth a fifth time as Vamana, the dwarf; the sixth avatar was Parasurama; Lord
Vishnu’s most popular and well-known avatars were Lord Rama and Lord Krishna, the
great heroes of the epics the Ramayana and Mahabharata; the ninth avatar of Lord
Vishnu was the Buddha, who founded the Buddhist faith. Lord Vishnu’s 10th avatar,
6. 496 P.K.C. Low and B. Muniapan
Kalki, has not yet arrived on earth. Management and the preservation of the universe
requires plenty of wealth and resources, therefore the consort of Lord Vishnu is Lakshmi
Devi, the goddess of wealth.
Lord Shiva is the destroyer (rejuvenator). Lord Shiva is married to the Sakthi Devi.
Sakthi Devi represents perishable matter (prakriti). Lord Shiva’s marriage with Sakthi
Devi signifies that the power of destruction has no meaning without its association with
perishable matter. Destruction manifests itself only when there is perishable matter. Lord
Shiva sits in a meditative pose against the white background of the snow-capped
Himalayas in Mount Kailasa. His posture symbolises perfect inner harmony and poise,
experienced by a man of realisation. He maintains perfect serenity, equanimity and
tranquility in all environments and circumstances. The snow-white background of Lord
Shiva symbolises the absolute purity of mind (Rudra Centre, 2007).
4 How corporate culture begins
Corporate culture is the total sum of the values, customs, traditions and meanings that
make an organisational unique. Corporate culture is often called ‘the character of an
organisation’, since it embodies the vision of the company’s founders (Montana and
Charnov, 2008). Corporate culture is also considered to be the web of tacit
understandings, boundaries, common language and shared expectations maintained over
time by organisational members. According to Bodley (1996), there are several ways of
looking at studying corporate culture and these include:
1 Historical: culture is social heritage or tradition that is passed on to future
generations.
2 Behavioural: culture is shared, learned human behaviour, a way of life.
3 Normative: culture is ideals, values or rules for living.
4 Functional: culture is the way people solve problems of adapting to the environment
and living together.
5 Mental: culture is a complex of ideas or learned habits for social control.
6 Structural: culture consists of patterned and interrelated ideas, symbols or
behaviours.
7 Symbolic: culture is based on arbitrarily assigned meanings that are shared by an
organisation.
Culture starts with leadership, is reinforced with the accumulated learning of the
organisational members and is a powerful set of forces that determine human behaviour.
Once a corporate culture is formed and in place, there are practices within the
organisation that act to maintain it by giving employees a set of similar experiences.
The corporate culture is then maintained and reinforced through selection process,
performance evaluation criteria, reward practices, training and career development
activities, and promotion procedures ensure that those hired fit in with the culture, reward
those who support it.
An organisation’s culture goes deeper than the words used in its mission statement
and a strong culture is essential for organisational growth. In Hindu trinity, the creation
7. OD and the Hindu trinity 497
role of Lord Brahma’s act is critical for organisational growth. Good visioning, mission
and values need to be created and practised. A leader can uncover a compelling vision
with its attendant values, and he articulates this vision that is appealing and motivating to
employees. In every organisation, leadership needs renewal and successors must come
to replace the present leaders.
Good corporate leaders visualise well, have good visions and they also plan well.
Planning includes anticipating potential problems or opportunities the organisation may
face. Here, we can perhaps apply what McDaniel and Gitman (2008, pp.237–241) have
advocated, that is:
1 Strategic planning, creating long-range (one to five years) broad goals for the
organisation and determining what resources will be needed to achieve these goals.
2 Tactical planning (normally less than a year), this begins with implementing the
strategic plans.
3 Operational planning, creating specific standards, methods, policies and procedures
that is used in specific areas of the organisation.
4 Contingency planning, identifying alternative courses of actions for very unusual
crisis situations.
In Hinduism, it is said, an individual’s subtle body is made up of his mind and intellect,
that is, his entire thoughts. A person’s subtle body is responsible for the creation of his
gross body and also the world that he experiences. The individual’s thoughts determine
the type of physical body he possesses. The same thoughts are also responsible for the
kind of world and universe that the individual experiences around him. As the thoughts
merge, so is the world. If a person possesses good thoughts, he sees a good world. If an
individual’s thoughts are bad, he sees a bad world (Rudra Centre, 2007).
From the start, the company’s code of conduct should be initiated and created; and
training courses in ethics are taught. Strict ethical standards and ethical values need to be
prioritised.
Organisational members learn the corporate culture and core success/ethical values to
some extent by observing what leaders pay attention to, measure and control (DuBrin,
2007). Monkeys see, monkeys do; organisational members follow the river (the leader)
and it will lead to the sea (the leaders’ key values and the corporate values). More
specifically, they look up to their leaders and imitate their examples; the corporate leaders
become their role models in line with what Low Kim Cheng (2002a,b, 2006a,b, 2009,
p.139) has highlighted: ‘if the stick is crooked, the shadow cannot be straight’.
An organisation’s leaders, its founders, the CEOs and their philosophies, values,
examples and stories are strong influences on the formation and conditioning of corporate
culture (Low Kim Cheng, 2002a,b, 2009; Weiss, 1996). It is said that the core values –
‘long-lasting beliefs about what is worthwhile and desirable’ (Nahavandi, 2009, p.117) of
the company’s founders have been responsible for the organisational growth. These
values can be lasting, they last long after the leaders have gone, and are, in fact,
critical in building clocks (Collins and Porras, 1997, cited in Low Kim Cheng,
2006a,b). That is to say, interestingly, visionary leaders, whose ideas live on long after
they are gone, build strong companies or institutions. Similar to the Brahmanic drift: ‘as
the thoughts merge, so is the world’, these core values act as a compass in growing
companies and businesses. They also account for the success as well as the higher
8. 498 P.K.C. Low and B. Muniapan
performance of organisations and nations (Low Kim Cheng, 2005d, 2006a,b). A
company – with its core values in place (‘intensely held’ and ‘widely shared’) – has a
strong corporate culture, and a strong corporate culture like Walmart’s gives the company
direction (Robbins, 2005, p.488).
It is also important to recruit like-minded people, hiring people whose personal
ideologies (values) are congruent with that of the organisation (Zachary and Kuzuhara,
2005). In Low Kim Cheng (2005d) study (citing Cherrington, 1991; Dessler, 2005;
Stewart, 2004; Wells and Schminke, 2001), he has highlighted that the simplest way,
ethically speaking, to improve an organisation is to select carefully and hire more ethical
people. Here, proper selection and screening of employees is critical, as these are good
human resources management practices. The applicant’s references need to be thoroughly
checked. Yet another critical but practical guideline in creating corporate culture entails
the corporate leaders and managers to creatively identify specific types of cultural
elements, such as symbols, stories and rituals that communicate and reinforce the
company’s culture in a compelling way (Zachary and Kuzuhara, 2005).
Leaders should also inspire, bring about invention and create or trigger growth.
Innovation, new product development and new markets are thus needed for
organisational growth. At times, some companies can also ‘empower their managers to
go out and recruit, hire and develop other people who will buy-in to the culture and act
to support it’ (Zachary and Kuzuhara, 2005, p.244).
5 Sustaining and keeping the culture alive
The core values of the company’s founders which permeated through, being practised,
and adopted, as the corporate values need to be preserved. Here, the Lord Vishnu
principle is to be applied. Lord Vishnu plays the role of maintenance. The company’s
core values need to be preserved. Values and practices that promote high performance
and integrity are promoted; an excellent corporate culture is attained through hiring,
training and promoting people who endorse the corporate values. Lord Vishnu principle
must come into being; institutionalisation must take place.
The core values, once taken roots, serve to supply and encourage some form of
stability. For example, in Thailand, several Buddhist factions are calling for Buddhism to
be enshrined as the state religion. They want some form of stability, ‘claim(ing) that such
a move is necessary to preserve Thailand’s character and prevent the encroachment of
foreign mores’. ‘The Thai people just copy Western culture,’ says university professor
and Buddhist activist Dhirawit Pinyonatthagarn. ‘Our values are under threat.’ (Caryl,
2008, p.21; also cited in Low Kim Cheng, 2008).
Also as seen in the Singapore Civil Service, among other key values, the value of
integrity is upkept, and that value is responsible for Singapore’s good corporate
governance climate. The economically prosperous island – Republic of Singapore enjoys
an ‘efficient and honest civil service that promptly attended to the needs of its citizens’
(Ganesan, 2002, p.53); in Singapore, everything was on the table with clear rules
(Thurow, 1996, cited in Low Kim Cheng, 2009, 2002a,b; Schein, 1996, p.169).
Further, there is a feeling of stability in the sense of organisational identity provided
by these core values or corporate culture. Interestingly, Walt Disney is able to attract,
develop and retain top-quality employees because of the firm’s stability and the pride of
identity that go with being part of the Disney team (Ivancevich et al., 2008).
9. OD and the Hindu trinity 499
Just like the peace-loving Lord Vishnu, the Preserver or Sustainer of life with his
steadfast principles of order, righteousness and truth (About.com: Hinduism, 2008b), so
also is the way in which the corporate culture, its core values are to be preserved. When
the preservation of these values is good for the company’s organisational growth and
progress, it is critical that the corporate leaders work proactively, up-keeping parts of the
past and respecting the past yet relevantly adapt to the present. Focusing on the core
elements (ethical values) that should not change overtime, they adapt the existing values
and ideologies to meet current challenges and crises (Zachary and Kuzuhara, 2005).
Lord Vishnu is often shown as reclining on a Sheshanaga – the coiled, many-headed
snake floating on cosmic waters that depicts the peaceful universe. This pose represents
the calm and patience in the face of fear and worries that the poisonous snake depicts
(About.com: Hinduism, 2008a). The message here is that corporate leaders should not let
fear overpower them and disturb their peace. Organisations, more critically, need to let go
gracefully; Zachary and Kuzuhara (2005, p.244) speak of company founders and CEOs,
as the keepers of the culture, ensure that the culture lives on after they have long been
gone. They should plan, engaging in succession planning in order to have the time needed
to identify and groom replacement(s) to support or upkeep the culture in future.
For employees, they go through the socialisation process, and part of the socialisation
process consists of the rites of passage, ceremonies that reinforce the organisation’s core
values (Zachary and Kuzuhara, 2005; Weiss, 1996). These rites include:
1 The ‘passage’ rites which assist transition employees into new roles and statuses. For
example, induction and basic training in the USA Army or the Republic of
Singapore’s basic military training, national service.
2 The ‘enhancement’ rites which strengthen the employees’ bond by acknowledging
status – such as Mary Kay Awards Ceremonies, and the company-held annual
meetings or dinners honouring their high performers.
3 The ‘renewal’ rites such as training, retreats and award trips help to revitalise and
maintain the employees’ identity with the company.
4 The ‘integration’ rites – including promotion ceremonies, Christmas parties and
other ongoing programmes and activities – continue the process of cementing the
employees’ loyalty to the company.
Mentoring can also take place. In most companies, mentoring is used as a means to grow
and groom leaders (Ivancevich et al., 2008). New employees can obtain valuable career
and psychosocial influences from a variety of individuals – managers, peers, trainers,
coaches and contacts.
6 Eliminating or minimising bad corporate practices
As the Hindi proverb goes ‘mare bina swarg nahi milta’, meaning, ‘without death, there
can be no heaven’. By eliminating bad practices, new values and practices can be put into
place and be nurtured.
Lord Shiva plays the role of destruction. Lord Shiva Principle – that of destroying or
eliminating bad practices within the firm must be applied and come into the picture. Bad
practices, such as absenteeism, turnover and low job satisfaction that may weaken the
10. 500 P.K.C. Low and B. Muniapan
organisation (vis-à-vis the competition) need to be weeded out. Work flows are studied,
and bureaucratic obstacles or paperwork blocks are eliminated or reduced. Service
recovery audits with checklists are put in place to eliminate bad customer
service practices while promoting values of service excellence (Low Kim Cheng,
2002a, 2006a).
Certain knowledge management strategies and techniques too may be deployed. The
corporate culture, know-how and experiences of the company is systematically
documented, applied and transmitted to the employees. To promote information and
value sharing, dialogue among the corporate members is fostered; and shared facilities
and informal learning encouraged. Much information and value sharing is likely to occur
in a snack lounge, corporate information resource center or in the company’s intranet
communication systems.
Additionally, corporate leaders do not hire those who do not endorse the company’s
values or if the latter are employed, are not promoted so that after some time, they leave
the company.
One of the key strategic ways is ‘to structure to influence subcultural formation’
(Zachary and Kuzuhara, 2005, p.244); the aim here is to reduce the emergence and
influence of subcultures in the organisation, as they may weaken the culture of the overall
organisation. A subculture is an ideology that exists in one part of the organisation that is
somewhat different from the organisation’s culture. For example, a company’s sales
division may be more collaborative, quality conscious and willing to take risks than the
overall culture of the company which is collaborative and quality conscious, but averse to
risks.
Next, cross-training can also be deployed to eliminate or minimise subcultures within
the organisation; members are cross-trained so that everyone can perform a wide range of
jobs across different functional units. Besides, ‘alignment’ is made by emphasising
managers of specific units to ensure that their goals, strategies and cultures are consistent
or aligned with those of the overall company (Zachary and Kuzuhara, 2005, p.244).
Corporate leaders and managers also need to conduct culture audits. Such an audit is
a systematic and formal process in which elements of the company’s culture are assessed
through surveys and interviews with managers and individual contributors with the
purpose to locate and reduce cultural disparities (Zachary and Kuzuhara, 2005). This
process indeed helps management identify potential inconsistencies in its culture that
need to be addressed. A case in point, one of the company’s core values may emphasise
on teamwork and collaboration, but the compensation system and job design may show
an emphasis on individual contributions and performance.
It is critical at this point to highlight that the Lord Shiva Principle – that of destroying
or eliminating bad practices within the firm must be applied and come into the picture.
Corporate culture can indeed be seen as the key tool against corporate fraud. True,
internal controls may provide the structural hardware, but corporate culture and the
leader’s influence can serve as the employees’ personal ‘heart-ware’. Low Kim Cheng
(2005a) study shows that a substantial proportion of corporate leaders (48% of his study’s
sampling) perceived the importance of leadership and corporate culture as the way to
make their companies ethical or fraud-free.
11. OD and the Hindu trinity 501
7 Conclusion
Organisations, just like any living entities go through various stages, such as birth
(startup), growth, maturity, decline, renewal or death. Each of these phases presents
different leadership challenges that one must deal with. The first challenge for leaders
who wish to develop their organisations (OD) is to understand what phase of the
organisational life cycle one is in. They need to identify which roles they are playing –
Brahma, Vishnu or Shiva (Hindu trinity) in improving their organisational effectiveness.
In the OD process, the organisations can basically go through the cycle of life and death,
but by applying the Hindu trinity way, corporate leaders can eliminate or get rid of bad
practices while nurturing (religiously practise) good (success and ethical) values and
practices for OD. These are the benefits of the understanding the OD, leadership culture
and change by way of the Hindu trinity and its analogies presented. The significance of
this paper is the presentation of the OD, leadership culture and change from an ancient
philosophy, which today requires intelligent interpretation and re-interpretation to apply
in the modern context. Future studies are expected to be made on other dimensions of
organisational management based on the concept of Hindu trinity on the roles of Brahma,
Vishnu and Shiva.
Acknowledgements
The authors are thankful to the reviewers for their suggestions and comments on the
earlier version of this article.
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Notes
1
The word Hindu or Hinduism, known as Hindu Dharma in some modern Indian languages is the
religion originated from the Indian subcontinent. In contemporary usage, Hinduism is also
referred to as sanatana dharma, which means eternal religion. See ‘The Concise Oxford
Dictionary of World Religions’, Ed. John Bowker, Oxford University Press, 2000; The term can
be traced to late 19th century Hindu reform movement (Zavos, 2001; see also Baird, 1987).
2
The concept of trinity in the Indian philosophical context also refers to Trimurti (or three faces of
Divine) performing the three cosmic functions, namely creation, preservation and or dissolution.
In other words, they are GOD (Generator Operator Destroyer).
3
The word Vedanta is a compound of Veda ‘knowledge’ and anta ‘end, conclusion’, translating to
the culmination of the Vedas. See Radhakrishnan and Moore (1957). Princeton paperback 12th
edition, 1989, p.3.
4
The Vedic literatures are vast and composed of many books. However, Sri Madhvacharya, one of
the principal teachers of the Vedic philosophy, while commenting on the Vedanta-sutra (2.1.6),
quotes from the Bhavisya Purana as follows: rg-yajuh-samartharvas ca bharatam
pancaratrakam, mala-ramayanam caiva veda ity eva sabdita, puranani ca yaniha vaisnavani vido
viduh – ‘The Rig Veda, Yajur Veda, Sama Veda, Atharva Veda, Mahabharata, Pancarata and the
original Ramayana are all considered Vedic literatures…. The supplements like the Puranas are
also Vedic literatures’. We may also include the Upanisads and commentaries of great teachers
who have guided the course of Vedic thought for centuries.
5
The Ramayana was written by Sri Valmiki Muni and contains 24,000 verses in seven kandas
(books). The Ramayana is about a Raghuvamsa prince, Rama of Ayodhya, whose wife Sita is
abducted by demon Ravana. The Ramayana provides the essence of the Vedas.
6
The Bhagavad-Gita is a philosophical dialogue between Sri Krishna and Arjuna before the
commencement of the war between the Pandavas and Kauravas in Kurukshetra, India more than
5000 years ago. It is a part of Bhisma Parva of the Mahabharata.
15. OD and the Hindu trinity 505
7
The Mahabharata is one of the two major ancient Sanskrit epcis of India, the other being the
Ramayana. The Bhagavad-Gita contains in Bhisma Parva of the Mahabharata. The Mahabharata
was composed by Sri Vyasa Muni and written by Sri Ganesa. The full version contains more than
100,000 verses, making it around four times longer than the Bible and seven times longer than the
Illiad and the Odyssey combined.
8
Kautilya is also called Chanakya or Visnugupta was the adviser of Chandragupta Maurya.
Kautilya was a statesman and philosopher who wrote a classic treatise on polity, Arthashastra a
compilation of almost everything that had been written in India up to his time on artha (property,
economics or material success).
9
Devi Mahatmya is known as Chandi in West Bengal and as Durga Sapthasathi in the northern
parts of India. It consists of Chapters 74 to 86 of the Markandeya Purana and has 700 stanzas. It is
the base and the root of the religion of the Saktas, a branch of Hinduism.
10
The Rig-Veda is an ancient Indian sacred collection of Vedic Sanskrit hymns. It is counted among
the four canonical sacred texts of Hinduism, known as the Vedas. Some of its verses are still
recited as Hindu prayers at religious functions and other occasions, putting these among the
world’s oldest religious texts in continued use.