Octapace Model
The OCTAPACE is an acronym for a kind of culture that is desirable for
> an organization to have. It was conceptualised by Prof. Udai Pareek
>
> It stands for
>
> Openness & Risk Taking
> Employees feel free to express their ideas & the organization is
> willing to take risks & experiment with new ideas & new ways of doing
> things. The degree of openness of the organization is an important
> factor in determining the nature of various dimensions of HRD being
> designed.
>
> Confrontation
> Employees face the problems & work jointly with others concerned to
> find its solution. They face the issues squarely without hiding them
> or avoiding them for fear of hurting each other.
>
> Trust
> A minimum level of trust may be deemed necessary for the introduction
> of the performance appraisal system and other elements of HRD.
> Employees department & groups trust each other & can be relied upon to
> do whatever they say they will.
>
> Authenticity
> Authenticity is the value underlying trust. It is the willingness of a
> person to acknowledge the feelings he/she has, and accept
> himself/herself as well as others who relate to him/her as persons.
>
> Pro-activity
> Employees are action � oriented, willing to take initiative & show
> a
> high degree of Proactivity. They anticipate issues and act or respond
> to the needs of the future.
>
> Autonomy
> Autonomy is the willingness to use power without fear, and helping
> others to do the same. Employees have some freedom to act
> independently within the boundaries imposed by their role/job.
>
> Collaboration
> Collaboration involves working together and using one another�s
> strength for a common cause. Individuals, instead of solving their
> problems by themselves, share their concerns with one another and
> prepare strategies, work out plans of action, and implement them together.
>
> Experimenting
> Experimenting as a value emphasises the importance given to
> an organization to have. It was conceptualised by Prof. Udai Pareek
>
> It stands for
>
> Openness & Risk Taking
> Employees feel free to express their ideas & the organization is
> willing to take risks & experiment with new ideas & new ways of doing
> things. The degree of openness of the organization is an important
> factor in determining the nature of various dimensions of HRD being
> designed.
>
> Confrontation
> Employees face the problems & work jointly with others concerned to
> find its solution. They face the issues squarely without hiding them
> or avoiding them for fear of hurting each other.
>
> Trust
> A minimum level of trust may be deemed necessary for the introduction
> of the performance appraisal system and other elements of HRD.
> Employees department & groups trust each other & can be relied upon to
> do whatever they say they will.
>
> Authenticity
> Authenticity is the value underlying trust. It is the willingness of a
> person to acknowledge the feelings he/she has, and accept
> himself/herself as well as others who relate to him/her as persons.
>
> Pro-activity
> Employees are action � oriented, willing to take initiative & show
> a
> high degree of Proactivity. They anticipate issues and act or respond
> to the needs of the future.
>
> Autonomy
> Autonomy is the willingness to use power without fear, and helping
> others to do the same. Employees have some freedom to act
> independently within the boundaries imposed by their role/job.
>
> Collaboration
> Collaboration involves working together and using one another�s
> strength for a common cause. Individuals, instead of solving their
> problems by themselves, share their concerns with one another and
> prepare strategies, work out plans of action, and implement them together.
>
> Experimenting
> Experimenting as a value emphasises the importance given to