The document discusses human resource development (HRD) culture. It defines HRD culture and outlines its ideal characteristics, including a learning culture, motivation, competency development, creativity, and team spirit. The document describes different types of organizational culture, such as authoritarian, participative, mechanistic, and organic cultures. It also discusses the importance of top management style in building HRD culture and how employees learn and adopt the culture. Methods for auditing HRD culture are provided. The document emphasizes that a developmental management style is most effective for creating an open, collaborative culture that encourages trust, authenticity, initiative, and experimentation.

1. HRD culture
PRESENTED BY:-
Kumud kumar gangil
Reg. :- 130607012
Dept. Of Pharmacy Management
(Pharmaceutical Administration)
MCOPS, MANIPAL
GUIDED BY:-
Pradeep M Muragundi
Asst. professor
Dept. Of Pharmacy Management
MCOPS, MANIPAL

2. Flow of presentation
1. Introduction
2. Ideal characteristics of HRD culture
3. How do you see culture
4. Types of culture
5. Values to examine the developed profile of an
HRD culture
6. Importance of Top management style in
building HRD culture
7. How employees learn HRD culture
8. Auditing the HRD culture
9. Conclusion
10. References

3. Introduction
• Human Resource Development (HRD) is
the framework for helping employees
develop their personal and organizational
skills, knowledge, and abilities.
(Susan M. Heathfield)
• Human Resource Development includes
such opportunities as employee training,
employee career development,
performance management and
development,

4. • Culture is the set of important
understanding that members of an
community share in common
(vijay sathe)
• A Human Resources Development (HRD)
culture is one in which employee
development and job satisfaction are
paramount. The goal is workforce
excellence; to that end employees are
provided mentoring, coaching and
extensive training

5. • Most professional organisations,
multinational and well-run organisations by
business families like the Tatas and the
Birlas are known for their culture
• They have a capability to sustain
themselves against many difficulties and
challenges due to their culture

6. • Companies like L&T, Hindustan levers,
Crompton Greaves, Sundram Fasteners,
Maruti Udyog, TELCO, etc. are known for
their strong culture

7. Ideal characteristicsof HRD culture
Ideal HRD
culture
characteristics
Learning culture
in-built
motivational
value
developing new
competencies
take initiative
and experiment
Enhance
creativity and
problem solving
capabilities
Enhance action
orientation of
individuals,
dyads and
teams
hidden potential
and new talents
team spirit and
morale

8. HowDo You See Culture
• The visual and verbal components of an HRD
culture are noticeable every day at work.
Whether you are walking through a work area,
sitting in an office, attending a meeting, or
eating in the lunchroom, the HRD culture
surrounds you and permeates your working
life.
 Culture is represented in your group's:
• language,
• decision making,
• symbols,
• stories and legends, and
• daily work practices.

9. Types of culture
Authoritarian
Participative
Mechanistic
Organic
Sub and
dominant

10. 1. Authoritarian culture
• Authoritarianism is a form of government
• There is a centralization of power with the
leader and obedience to orders and
discipline are stressed
• It is assumed that leader know what is
good for the HRD and always acts in its
interest

11. 2. Participative culture
• Tends to emerge where most HRD
members see themselves as equals and
take part in decision-making

12. 3. Mechanistic culture
• This culture exhibits the values of
bureaucracy
• Authority flows down from the top of the
HRD to the lower levels
• It resist change and innovation

13. 4. Organic culture
• Emphasis on task accomplishment, team
work and free flow of communication
• There is flexibility, change and innovation

14. 5. Sub-culture and Dominant
culture
• A subculture is a group of people with a
culture (whether distinct or hidden) which
differentiates them from the larger culture
to which they belong
• HRD culture emerges when there is an
integration of all departments (subculture)
into a whole

15. Values to examine the developed profileof an HRD culture
OCTAPACE
openness
Collaboration
Trust and
Trustworthiness
Authenticity
Proactive
Autonomy
Confrontation
Experimentation

16. .
1.Openness
where people feel free to express their ideas, opinions and
feeling to each other irrespective of their level, designation etc
2. Collaboration
Where people are eager to help each other
There is spirit of sacrifice for the sake of each other and larger
goals
3.Trust and trustworthiness
People believing each other and acting on the basis of verbal
message and instructions without having to wait for written
instructions or explanations

17. 4. Authenticity
Speaking the truth fearlessly and keeping up the promises made
They never promise or commit to things just to please other
5. Proactive
Promotes initiative and exploration on the part of all employees
Encourages every one to take initiative and make thing happen
6. Autonomy
Every role-holder in the organisation, irrespective of his level,
has some scope to use discretion in his job
There should be scope to choose one’s activities and role

18. 7. Confrontation
Facing issue squarely
People can be relied upon to treat issues not as a personal
assault but as focus areas needing improvement
8. Experimentation
Orientation on the part of the employees to try out new ways of
doing things and take new decisions
It characterises a risk-taking culture in the organisation

19. Importance of Top management stylein building
culture
• An OCTAPACE culture can be built only
by an enlightened top management
• Top management includes the owners,
board of directors, unit heads, heads of
departments and even sectional heads
• Their style of functioning has a larger
impact on culture creation

20. Top management style
Developmental
style
Critical style
Benevolent or
paternalistic
style

21. 1. Benevolent or paternalistic style
This style is indicated by a belief and behaviour that treat all
subordinates affectionately – like a parent or father figure treats
his children
Such a style promotes OCTAPACE only to some extent
2. Critical style
They believe in close supervision and constant monitoring
They are oriented towards meeting short-term goals
They cannot tolerate mistakes and complain bitterly if conflicts
arise

22. 3. Developmental style
Can be considered as the real HRD style of management
Manager believes in empowering the subordinates or the
employees who work with her to such extent that they become
fully autonomous and independent in working out their growth and
competence

23. Howemployees learn HRD culture

24. • Depicting the past events of the HRD
• Some HRD actually try to manage this element of culture
learning
• Repetitive sequential activities reinforcing the values of the
HRD
• Conveying social equality, desired HRD behaviour, etc. By the
top management.
• Acceptance and preservation of culture
Stories
Rituals
Material symbols
Language

25. Auditing the HRDculture
• To what extent do people (employees) feel free to express their
views and opinions?
• Are they encouraged to do so?
• Is there a culture of collaboration and teamwork?
• Do people try to help each other?
Openness
Collaboration

26. • What is the extent to which people honour their commitments?
• Do people trust each other?
• Do people carry out what they say?
• Do people say what they mean?
• Are people authentic in their approach?
Trust and trustworthiness
Authenticity

27. • Are employees encouraged to take the initiative?
• What is the extent to which proaction takes place?
• To what extent do people, at all levels, have the scope to take
decisions on their own?
• Is there some freedom available at each level to undertake new
activities?
Proaction
Autonomy

28. • Does the culture encourage open discussion of issues and
problems?
• Are people habituated to discuss and resolve issues openly?
• Is there a problem-solving culture or approach?
• what is the extent to which employees are encouraged to
experiment with new ideas?
• Is the organisation known to encourage innovations?
Confrontation
Experimentation

29. Conclusion
• The culture of any organisation has a
tremendous impact on its success and
therefore, culture building is a critical
function.
• Indian managers have been found to
exhibit benevolent or paternalistic, critical
(autocratic and coercive) and
developmental (participative and
empowering) styles.

30. • Of these, the developmental style is the
most conducive for creating an
OCTAPACE culture
• The OCTAPACE culture can be called the
HRD culture and the developmental style
the HRD style
• If the style is not developmental, the HRD
culture may be difficult to establish and the
HRD systems and strategies may have
limited impact

31. References
1. What is mean by HRD culture - Ask
Community[INTERNET][cited 2014 february1]
available from:
www.ask.com › All › Business, Finance & Law
2. What Is Culture? - Human Resources -
About.com[INTERNET][cited 2014 february3]
Available from:
humanresources.about.com › ... › Glossary - C
3. Rao T.V; HRD audit-HRD styles and culture7th
ed. Sage publications india Pvt. Ltd new
delhi;2004.p.100-111

32. 4. HRD Culture –
SlideShare[INTERNET][cited 2014
february 5] Available from:
www.slideshare.net/friendsalways0102/org
anizational-culture-2131164
5. Authoritarianism - Wikipedia, the free
encyclopedia[INTERNET][last updated
2014 january 24 cited 2014 february
4]Available from:
en.wikipedia.org/wiki/Authoritarianism

33. 6. Participative decision-making - Wikipedia,
the free encyclopedia[INTERNET][last
updated 2013 November 30,cited 2014
february 4]Available from:
en.wikipedia.org/wiki/Participative_decisio
n-making
7. Organic organisation - Wikipedia, the free
encyclopedia[INTERNET][last updated
2013 October 31,cited 2014 february 4]
Available from:
en.wikipedia.org/wiki/Organic_organisatio
n