Six "P" Template for 'Performance Excellence' and 'Culture by Choice'


By

Prof. Dileep Kumar M.
Ex-Professor
Symbiosis (SCMHRD, SCDL), IIIT, SCMLD, SBS
Pune
 


The success of an organization depends on the work culture, which is widely held by the organizational members. O' Reilly and charman (1996) "Organization's with a strong culture performs at higher levels than those without a weak culture." A strong culture, which reflects the healthy behaviour, is the keenness to work hard and a strong desire and willingness to contribute to the best. Behaviour towards work-efficiency is largely controlled by internal ability and willingness to work hard. It is based on sincerity of participation, involvement, devotion to duty, earnest desire to work, and discharge of responsibilities with confidence and competence.  Here, 'culture act as a blue print influencing all aspect of life.

To create a strong work culture, a paradigm shift from 'culture by chance' to 'culture by choice' to be initiated, where employees give their best of their own accord. The research on 'work culture' and 'Human Behaviour at work,' has developed a template, which include six 'p' factors in the human relationship maintenance. To develop a culture of organisational excellence "SIX BIG'P' template to be looked into. To develop a high performance culture that in tune with human behavior and human relation, management should concentrate on effective utilization of the six 'p' factor in the organization. Here management style play critical role in determining the culture of the organization. Under each 'p' factor different managerial functions are incorporated. It can be elaborated as follows.

Which include;

  • Price
  • Policy
  • Preferences
  • Practice
  • Politics
  • Power.
  • A self explanatory SIX BIG'P' template and its resultant manifestation are given in the diagram below. 

    Under each 'p' factor different managerial functions are incorporated. It can be elaborated as follows.

    Price: The price factor consists of the reward system of the organisation. It includes both material and non-material system of the organisation.

    Policy: The policy factor consists of policy decisions that related to Rationalization, Downsizing, Grievance Handling and Recruitment and training within the organisation.

    Preferences: The preference factor consists of major psychosocial needs like Safety, Security and Career Growth of individual employees within the organisation.

    Practices: The practice factor that related to the relationship and development maintenance factors like Teamwork, Innovation, Mentoring, and Coaching

    Politics: The political factors include the trade union approach towards the management and management's rigid rules and regulations towards the working population.

    Power: The power factor consists of major managerial processes like Delegation, Decision-making, Communication and Leadership.


    The culture of organisation varies from industry to industry. Some organisation follows work centric culture, some others non-work centric. Some follows autocratic culture and some follows empowerment culture. Culture around a work place provides a comprehensive framework for understanding the various facets of work behaviour. Motivation and impulses underlying human actions may be the byproduct of implicit items of culture. The one way in which we can understand the significance of behaviour is against the background of motives, emotion and values that are institutionalized in culture. Variation in the human behaviour used to highlight the variation in the culture followed by the organisation.   The creation of right kind of culture, that is one, which encourages outstanding contribution from employees, is a central factor contributing to excellent companies.

    Culture around a work place provides a comprehensive framework for understanding the various facets of work behaviour. Human behaviour is the out come of frequent interaction between several value system and pattern of the interrelation of cultural traits. It is not a self-induced phenomenon. Strong indicator of cultural variations in work environment then can be observed through human behaviour, which is the precipitation of dominant attitude. Attitudes comprise three elements: affect (feelings, emotions); cognitions (knowledge, beliefs, values); and behaviour. An integral and important component of an attitude concerns the values attributed to its contents. Values reflect how positively or negatively a person feels towards a specific object, event or relationship and, consequently, provide valuable insights into the nature of the employee-work relationship. Human attitude towards prevailing value system is then a factor detrimental to organisational growth, organisational development and success.

    The price, policy, preferences, practices, politics and power, which are determine the culture of choice. The leadership and managerial approaches of the organisation are strong determinants factor which develop work culture in which the members in the organisation consider work as primary and profit as target. Hence those organisations who are far behind in their culture conscience should start its paradigm shift from a culture by chance to culture by choice.
     


    Prof. Dileep Kumar M.
    Ex-Professor
    Symbiosis (SCMHRD, SCDL), IIIT, SCMLD, SBS
    Pune
     

    Source: E-mail March 06, 2006

        

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