Understanding a Value Centered Organisation
UNDERSTANDING A VALUE CENTRED ORGANISATION
K P Gopalkrishnan
Assistant Professor HR and Business Ethics
Pillai Institute for Management Studies and Research
Panvel – gopalpuru@rediffmail.com This paper attempts to clarify what is meant by value centred organisations since increasingly the word value is being used by Human Resource professionals to delineate their prognosis. To remove the fuzziness this paper takes a definitional stand and gives the HR professional a working idea of this highly abstruse subject – a subject on which divergent views expressed by a number of authors has managed to confuse many a reader. More often than not it boils down to my views for the rest of society-right or wrong. This is a sad commentary and every social and behavioural scientist must work to bring about as much clarity as possible.
Economists define infrastructure as the relationship between the four major factors of production i.e. land, labour, capital and management. Of late, another factor has been added and that is the creation of knowledge. Superstructure is defined as the socio-political-cultural relationships based on the economic relationship delineated in infrastructure. Hence capital budget allocations form the basis of infrastructure but current budget allocations form the basis of superstructure. However, management scientists do not speak the language of economists. When we speak of creating infrastructure in micro or organisational terms we invariably talk of foundations required for generating value. This value is usually in tangible and measurable terms. Hence we include power, buildings, telephony, telecommunications, information networking, roads, canals etc in infrastructure.
When we speak of infrastructure in the organisational sense we tend to include systems and processes that assist value generation. It has also been observed, however, that the term value centred organisation is being increasingly used in literature on Human Resources
K P Gopalkrishnan
Assistant Professor HR and Business Ethics
Pillai Institute for Management Studies and Research
Panvel – gopalpuru@rediffmail.com This paper attempts to clarify what is meant by value centred organisations since increasingly the word value is being used by Human Resource professionals to delineate their prognosis. To remove the fuzziness this paper takes a definitional stand and gives the HR professional a working idea of this highly abstruse subject – a subject on which divergent views expressed by a number of authors has managed to confuse many a reader. More often than not it boils down to my views for the rest of society-right or wrong. This is a sad commentary and every social and behavioural scientist must work to bring about as much clarity as possible.
Economists define infrastructure as the relationship between the four major factors of production i.e. land, labour, capital and management. Of late, another factor has been added and that is the creation of knowledge. Superstructure is defined as the socio-political-cultural relationships based on the economic relationship delineated in infrastructure. Hence capital budget allocations form the basis of infrastructure but current budget allocations form the basis of superstructure. However, management scientists do not speak the language of economists. When we speak of creating infrastructure in micro or organisational terms we invariably talk of foundations required for generating value. This value is usually in tangible and measurable terms. Hence we include power, buildings, telephony, telecommunications, information networking, roads, canals etc in infrastructure.
When we speak of infrastructure in the organisational sense we tend to include systems and processes that assist value generation. It has also been observed, however, that the term value centred organisation is being increasingly used in literature on Human Resources