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Relevant bibliographies by topics / Octapace

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Academic literature on the topic 'Octapace'

Author: Grafiati

Published: 4 June 2025

Last updated: 15 July 2025

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Journal articles on the topic "Octapace"

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Krishna, Rohini, and Harikrishnan Venugopal Nair. "Comprehending Dubai's IT Companies' Corporate Culture through Octapace Profiling." Emirati Journal of Business, Economics, & Social Studies 3, no. 2 (2024): 47–57. http://dx.doi.org/10.54878/5y0mt060.

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The most significant component of the existence of a corporation is its culture. It is considered the DNA of the corporation, which comprises assumptions and values shared in a corporate sector. The OCTAPACE Profile, developed by Udai K. Pareek is used in this study to evaluate the degree of corporate culture present in the IT sector. The OCTAPACE profile is a 40-item tool that provides an overall view of corporate culture in eight values: Openness, Confrontation, Trust, Authenticity, Proaction, Autonomy, Collaboration, and Experimentation. The OCTAPACE culture of the IT sector in Dubai was ex

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Mahapatra, Jyotirmaya, and Dinesh Kumar. "OCTAPACE Human Resource Development Culture Impact on Bank Performance." International Journal of Risk and Contingency Management 3, no. 3 (2014): 42–54. http://dx.doi.org/10.4018/ijrcm.2014070103.

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Initiation of economic reforms in India overwhelmed the large banks starting in 1991. Liberlaisation, privatisation, and globalisation, along with foreign direct investment exposed Indian banks to operational and credit risks. To overcome these risks, the banks have upgraded their financial, technological, and Human Resource Development (HRD) processes. The case study organization was one of the nationalized banks in India that lost its supremacy, slipping in rank from first to eighth. During the last decade, this bank adopted several HRD practices to create a strong OCTAPACE culture. As a res

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G, Maya Salimath, and Dr B. Rose Kavitha. "Octapace Dimensions In Retail Organizations." Restaurant Business 118, no. 8 (2019): 94–102. http://dx.doi.org/10.26643/rb.v118i8.7170.

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Culture is a social identity. It is so valuable, that many a time, it becomes the personality of businesses. It will become very critical for an agency to set up sure norms, benchmarks and clinchers which would be their unique promoting proposition or USP. This creates a logo or an image (John E, Kralewski, Terence D. Wingert, Michael H. Barbouche, 1996). Was in Eighties, (Joanne Martin, 2004) that the concept of organizational culture emerged this further brought about a severe studies into the qualitative and the quantitative aspects of an agency’s performance

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Tsogtsuren, Bayasgalan. "Job Satisfaction as a Determinant of Effective Performance on Academic Staff in Selected Public and Private Universities in Mongolia." Korean Journal of Policy Studies 30, no. 1 (2015): 115–45. http://dx.doi.org/10.52372/kjps30105.

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The aim of this study is to analyze the requirements for effective performance of employees in higher educational institutions of Mongolia. This paper proposed the use of organizational OCTAPACE /Openness, Confrontation, Trust, Authenticity, Pro-active, Autonomy, Collaboration; Experimentation/culture and workplace structure models evaluate job satisfaction and commitment of academic staff. An organizational OCTAPACE culture model is a fairly new concept and experience in Mongolia. This model has been studied and is wellknown in India, Malaysia and western countries. In Mongolia the subject of

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Akhund, A. Shamsul Alam. "Organizational Culture: An Empirical Study on Selected Garment Factories in Bangladesh." Asian Business Review 6, no. 2 (2016): 73–78. https://doi.org/10.18034/abr.v6i2.29.

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The study is an attempt to identify and measure the perceived organizational culture in selected sample factories in the ready-made garments (RMG) sector. Based on the concept of the OCTAPACE framework – an acronym for ‘Openness’, ‘Confrontation’, ‘Trust’, ‘Authenticity’, ‘Pro-action’, ‘Autonomy’, ‘Collaboration’, and ‘Experimentation’, data were collected using OCTAPACE profile questionnaire developed by Dr. Udai Pareek. A total of 276 respondents, of which 70 are managers and 206 are workers

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Fatima, Ms Sadaf. "A Study of Organizational Culture: Octapace-Profile." IOSR Journal of Business and Management 19, no. 02 (2017): 87–92. http://dx.doi.org/10.9790/487x-1902038792.

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Singh Lather, A., J. Puskas, A. Kumar Singh, and N. Gupta. "Organisational culture: A study of selected organisations in the manufacturing sector in the NCR." Agricultural Economics (Zemědělská ekonomika) 56, No. 8 (2010): 349–58. http://dx.doi.org/10.17221/63/2010-agricecon.

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The main objective of the study is to compare the organisational culture of the selected companies in the manufacturing sector and to identify and measure the perceived organisational culture and its various dimensions. 70 responses to a 4 point scale questionnaire based on the OCTAPACE profile developed by Udai Pareek were obtained from 2 organisations in the NCR. The result shows that the executives and non- executives perceive the culture differently. The study helps in identifying the weaker aspects of culture in terms of values and beliefs that prevail in the organisation. Once the diagno

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Saima, Manzoor, and Parvez Ahmad shah Dr. "A LOOK AT JOB SATISFACTION THROUGH OCTAPACE CULTURE: AN EMPIRICAL STUDY OF PRIVATE SCHOOL TEACHERS." International Journal of Human Resource & Industrial Research 2, no. 6 (2015): 01–11. https://doi.org/10.5281/zenodo.10692077.

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<em>It has been rightly mentioned that HRD means building of three Cs-Capabilities, Commitment and Culture. Where Capability building requires developing the knowledge and skills of the people of an organization and this Capability needs to be supported by commitment which comes through desire to excel, positive attitude towards work, co-operation, involvement and concern for one’s own self and society. Another vital factor of HRD is building culture. Culture is a way of life. It involves creating an awareness of what is ideal and desirable. Today most of the successful private schools i

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Ms., Gurjeet Kaur. "A STUDY ON HUMAN RESOURCE DEVELOPMENT CLIMATE AND ITS IMPACT ON JOB SATISFACTION IN PUBLIC SECTOR UNDERTAKINGS." International Journal of Human Resource & Industrial Research 2, no. 6 (2015): 12–18. https://doi.org/10.5281/zenodo.10692157.

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<em>The objective of this paper is to examine the nature of the HRD Climate and the impact of developmental climate on job satisfaction of the employees working in the PSUs. The founding fathers of the republic used the public undertaking as an essential and vibrant element in the building-up of India’s economy. One of the basic objectives of starting the public undertaking in India was to build infrastructure for economic development and rapid economic growth. The data was collected from employees of four major public sector undertakings, i.e. Central Warehousing Corporation, MMTC Ltd.,

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Singh, Pooja. "Understanding OCTAPACE culture through insights from ancient Indian texts." International Journal of Indian Culture and Business Management 25, no. 4 (2022): 516. http://dx.doi.org/10.1504/ijicbm.2022.122760.

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Book chapters on the topic "Octapace"

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"Organisational Culture: OCTAPACE Profile." In Training Instruments in HRD and OD: Fourth Edition. SAGE Publications Pvt. Ltd, 2018. http://dx.doi.org/10.4135/9789353885984.n66.

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Mahapatra, Jyotirmaya, and Dinesh Kumar. "OCTAPACE Human Resource Development Culture Impact on Bank Performance." In Technology Adoption and Social Issues. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-5201-7.ch064.

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Initiation of economic reforms in India overwhelmed the large banks starting in 1991. Liberlaisation, privatisation, and globalisation, along with foreign direct investment exposed Indian banks to operational and credit risks. To overcome these risks, the banks have upgraded their financial, technological, and Human Resource Development (HRD) processes. The case study organization was one of the nationalized banks in India that lost its supremacy, slipping in rank from first to eighth. During the last decade, this bank adopted several HRD practices to create a strong OCTAPACE culture. As a result, the bank won several HRD awards over 10 years. This study critically reviews that bank as a single case study. Data were collected from 153 employees of the case study bank (all had completed at least 10 years of service). The focus was to examine if the OCTAPACE culture had impacted performance. The findings were that the OCTAPACE culture improved and the bank increased its financial performance without experiencing credit risk.

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Conference papers on the topic "Octapace"

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Alamelu, R., L. Cresenta Shakila Motha, and R. Amudha. "Assessing HRD climate and octapace culture in BSNL." In 2014 International Conference on Science Engineering and Management Research (ICSEMR). IEEE, 2014. http://dx.doi.org/10.1109/icsemr.2014.7043611.

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Sheela, J., R. Krishnaveni, C. Shibana, et al. "Density functional theory (DFT) studies for quadrupole and octapole moments, field analysis by theoretical interactions by softwares and anti-diabetic (AD), anti-oxidant (AO) bio-pharma properties of the DLA crystals." In THE 8TH ANNUAL INTERNATIONAL SEMINAR ON TRENDS IN SCIENCE AND SCIENCE EDUCATION (AISTSSE) 2021. AIP Publishing, 2022. http://dx.doi.org/10.1063/5.0108066.

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