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Study of Work culture at

Goa Automobile Accessories Limited (GAAL)

Submitted By:

Poojan Shah 2010031

Pranav Pai Vernekar 2010032
Prasant Kumar Singh 2010033
Prateek Kumar Agarwal 2010034
Pratish Thali 2010035

Under the Guidance of:

Prof. Christo Fernandes

Goa Institute of Management, Sanquelim

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Abstract
This study illustrates the importance of work culture in organizations. The study is based on data
collected from employees in Goa Automobile Accessories Ltd. (GAAL) - incorporated in 1976,
GAAL is involved in manufacture of Brake shoes and other auto components at its Factory
located at Honda, Goa. Data were collected using qualitative methods, i.e., observations and a
questionnaire.

For this study we used the tool OCTAPACE. The OCTAPACE profile is a 40-item instrument
that gives the profile of organization's ethos in eight values. The employees of GAAL were
asked to answer these 40 questions in OCTAPACE.

Following the questionnaire we focus our analysis and interpretation of the prevalent work
culture in GAAL. We also list the limitations we faced during our course of study and provide
recommendations on how to improve the work culture.

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Introduction
An organisation is like a living organism. They too have personalities like people. Organizations
can be characterized as, for e.g., trustworthy, supportive, truthful etc. These traits, in turn, can
then be used to predict attitudes and behaviour of the people within the organization. The
organizational culture plays a significant role in making organizations get the best out of
themselves.
A number of organizational culture frameworks have come into existence in recent years.
Organizations can use these to do a diagnosis of the existing culture and preparing action plans to
change the culture if required. One such cultural framework is provided by Udai Pareek, which
helps in assessing the organizational culture. It relies on ethos, deriving out of core values, which
forms culture. This paper intends to find that how far OCTAPACE ethos is a part of the
organizational culture.

Organizational Culture
Organizational culture shapes the values and beliefs of the members. It is defined as shared
managerial beliefs and assumptions about employee nature and behaviour. The Corporate culture
is one that results from the belief of the top management initially and subsequently from the
HRD systems and practices. Organizational culture is concerned with how employees perceive
the characteristics of an organization's culture, not with whether or not they like them, i.e., it is a
descriptive term. It also represents a common perception held by the organization's member.

Udai Pareek relied on the functionalist approach to study culture. Culture related concepts can
be seen as multi-level concepts. Values, beliefs attitudes and norms are inter-related.
A healthy organizational culture rests on eight strong pillars of "OCTAPACE".

In addition to being an acronym for these values, OCTAPACE is a meaningful term, indicating
eight (octa) steps (pace) to create functional ETHOS. These values are discussed below:

1. Openness: The spontaneous expression of feelings and thoughts, giving and receiving
feedback are the outcomes of openness.
2. Confrontation: It is defined as facing rather than shying away from problems. Deeper
analysis of interpersonal problem is also confrontation.
3. Trust: It is defined as maintaining the confidentiality of information provided by others and
not misusing it.
4. Authenticity: Congruence should be there in what one feels, says and does.
5. Proaction: It means taking the initiative, preplanning and taking preventive actions.
6. Autonomy: It means using and giving freedom to plan and act in one's own sphere.
7. Collaboration: Collaboration is giving help to others and asking for help, and working
together.
8. Experimenting: This means using and encouraging innovative approaches to solve
problems, encouraging creativity, and taking a fresh look at things.

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Goa Auto Accessories Limited
Goa Auto Accessories Limited (GAAL), incorporated in 1976, is a wholly owned subsidiary of
EDC Ltd. GAAL is engaged in manufacture of Brake shoes, selector shafts, spring pins and other
auto components. Its factory located at Honda, Sattari, an industrially backward area, spread over
a plot admeasuring 20,412 sq. mts. The land is on a 99-year lease from Goa-IDC. GAAL
supplies machined parts to TATA Motors and pressed products to Automobile Corporation of
Goa Ltd., which in turn supplies to TATA Motors.

Operations
GAAL commenced commercial operations in 1983 and most of the critical machines like center-
less grinding machines, induction hardening and press machines were bought in the early 1980’s.
The company has from time to time purchased other balancing equipment mainly for
quality/productivity improvement. The operations of GAAL are classified into three divisions –
Machine shop, Press shop, fabrication shop.

Machine • The machine shop division manufactures

components like shifter shafts and spring pins
shop for various types of TATA Motor vehicles.

• The press shop division manufactures items like

Press shop brake shoe assembly, anchor plate, oil baffle
gussets connectors, etc. for TATA vehicles.

• The company ventured into the fabrication of

Bus-body assembly for bus-body division of M/s.
Automobile Corporation of Goa Ltd (ACGL),
Fabrication which involves fabrication of Roof, Side
structures, Floor & Windows.

GAAL has well set production systems and quality control procedure, which ensure that the
product is as per the requirements of the customer. Based on a consistent track record, TATA
Motors has made GAAL as its Certified Quality Supplier. Through long years of operation,
GAAL has also developed capability to produce new products as per the demands of the
customer. GAAL has obtained prestigious ISOTS/16949 Certificate in 2009, to meet the quality
requirement of Tata Motors. GAAL also utilizes the services of contract laborers depending upon
requirement from each department. TATA Motors has also awarded the prestigious ―Certified
Quality Supplier‖ status to GAAL.

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Objective of the Study
The study is carried out to assess the organizational ethos/ culture of GAAL on eight dimensions
namely, OCTAPACE.

Research Methodology
To study the work culture of GAAL we used an instrument developed by Udai Pareek called
OCTAPACE. The OCTAPACE profile is a 40-item instrument that gives the profile of
organization's ethos in eight values as specified before. The instrument contains two parts. In
Part 1, values are stated in items 1 to 24 (three statements of each of the eight values), and the
respondent is required to check (on a 4-point scale) how much each item is valued in his
organization. Part 2 contains sixteen statements on beliefs, two each for eight values, and the
respondent checks (on a 4-point scale) how widely each of them is shared in the organization.
In addition to checking the items on the extent of their importance or sharing in the organization,
the respondent can also check how much they should be valued, or how much the beliefs are
useful. Thus present as well as desired and ideal profiles can be obtained.

Check Exhibit 1 for the questions of the OCTAPACE Profile used to study the culture at GAAL.

To study the work culture of GAAL we approached Mr. S.P.K. Satoskar, Executive Director of
GAAL for his permission to conduct the survey. GAAL has 74 employees. Out of them for the
survey we gave the OCATPACE questionnaire to a total of 22 randomly selected Employees of
GAAL however care was taken that these employees belonged to various departments so as to
get accurate results.

We also spoke to few of the employees and explained each of the questions and how to choose
the alternatives. The identity of the employee taking the survey was kept anonymous for better
and more accurate results.

For complete list of the alternatives chosen by each employee refer to Exhibit 2.

Analysis and Interpretation

In case of OCTAPACE profile data, the answer sheet is suitably designed to tabulate the scores
of eight OCTAPACE variables. The classification of scores in each OCTAPACE variable has
been made with the available pattern of score. Lowest and highest score for each of the eight
dimensions have been obtained from the responses. The classification of each variable is shown
below.

The values of score obtained from 22 respondents on eight dimensions using the instrument have
been compiled and presented in Table 1.2 and Chart 1.1 below. (For all answers of each
respondent, refer exhibit 1).

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The lower and upper limits of ideal scores are indicated in the table below. Also the actual scores
obtained from 22 respondents of GAAL on eight dimensions are mentioned. It is observed that
all the eight dimensions fall within the ideal limits.

TABLE 1.1

Optimal Min. Optimal Max. Actual

1. Openness 13 17 15.50
2. Confrontation 10 16 14.82
3. Trust 10 16 14.23
4. Authenticity 10 14 12.09
5. Proaction 12 18 16.05
6. Autonomy 11 16 12.00
7. Collaboration 13 17 13.68
8. Experimentation 11 16 13.82
Total 90 130 112.18

Chart 1.1- Comparison of mean scores of

O-C-T-A-P-A-C-E with optimal max.- min.
18

16

14

12

10

8 Optimal Maximum
6 Actual Mean

4 Optimal Minimum

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The table below indicates the minimum, maximum, mean and the standard deviation of the
scores obtained from the 22 employees of GAAL.

TABLE 1.2

OCTAPACE Lowest Highest Standard

Mean
Dimension Score Score Deviation
Openness 13 18 15.50 1.10
Confrontation 9 19 14.82 2.17
Trust 10 18 14.23 1.74
Authenticity 11 14 12.09 1.11
Proaction 10 20 16.05 2.68
Autonomy 7 16 12.00 1.54
Collaboration 11 18 13.68 1.62
Experimentation 10 17 13.82 1.56

Higher standard deviation for the dimensions namely Confrontation and Proaction indicate
variations in the opinions of the employees are higher for these dimensions.
Higher side: Openness, Proaction
Average: Confrontation, Autonomy, Experimentation
Lower side: Trust, Authenticity, Collaboration

Findings
The study provides information on the prevailing organization culture. The comparison of results
of this study provided useful insights. The study has provided useful inputs which management
can use to restructure its corporate functions and build a strong culture. Following are the
findings of the study-

1. The study of OCTAPACE culture, that constitutes the core values of organizational ethos
have been found to be at the average level. As per the tentative standards, the overall
organization's culture score can range from 90-130. In the present study, the overall culture
score for GAAL has come out to be 112.18

2. OCTAPACE study has revealed that, the scores of Openness and Proaction are fairly good
whereas there is lack of Trust, Authenticity and Collaboration among employees. Scores of
other dimensions namely Confrontation, Experimentation & Autonomy have come up to be
at average level. However all the scores are within the satisfactory levels.

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Implications of Findings
1. OPENNESS- The high score on openness indicates that they freely discuss and
communicate their problems and ask for help. During meetings or discussions, they do come
up with genuine information, feelings and thoughts, due to which there is very less gap
between actual feelings and perceived feelings/behavior. Thus a culture of seeking help and
support exists in the organization.

2. CONFRONTATION- Average score of Confrontation indicates that employees are facing

the problems and challenges they confront in the work situation and don’t run away from
them. They go deeper into the problems, analyze them and try to find the solution. They
believe in finding a solution out and not just identifying the problem areas.

3. TRUST- The score is on a lower side which indicates that employees have a lack of trust
among each other.

4. AUTHENTICITY- Low authenticity implies that employees may do manipulations to get

things done. They are not what they appear to be. They think that instead of telling truth it is
good to tell a polite lie. It is heavily dependent on culture if such lies are acceptable.

5. PROACTION- High levels of proaction indicates that the employees are involved in taking
initiatives, preplanning and taking preventive action, and calculating the payoffs of an
alternative course before taking action.

6. AUTONOMY- Autonomy indicates mutual respect and is likely to result in willingness to

take on responsibility, individual initiative, better succession planning. The main indicator of
autonomy is effective delegation in organization and reduction in references made to senior
people for approval of planned actions.

7. COLLABORATION- Low collaboration indicates that the employees do not like to work
often in teams, as they feel working in a team dilutes individual accountability. They like to
help, but may not accept and appreciate the help provided by others. Employees are more
concerned with finishing the immediate task rather than focusing on large organizational
goals. They also may not actively participate in formation of long run goals and missions;
just restrict themselves to finish the work assigned to them. Thus more emphasis may be
given on building teams in the organization and the top management may appreciate
collaborative efforts.

8. EXPERIMENTATION- Organization is taking active steps in encouraging their employees

to take a fresh look at how things are done. They encourage employees to find out new and
better means to do work. Employees believe in experimenting with their work and not just
follow tried and tested ways. Organization is also taking initiative to change behavior of their
employees by providing them constructive feedback, so that they can better gel with their
work and organization.

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Limitations
GAAL has a work force of 74 workers however the survey was taken on a sample of only 22
workers. This was done as most of the workers were not fluent with English.

Recommendations
1. Establish and maintain integrity: It is the foundation of trust in any organization. Integrity
must begin at the top and then move down. This means, among other things, keeping
promises, no matter how difficult it might be.

2. Communicate vision and values: Communication is important, since it provides the artery
for information and truth. By communicating the organization's vision, management defines
where it's going. By communicating its values, the methods for getting there are established.

3. Consider all employees as equal partners: Trust is established when all the employees feel
important and part of the team. This begins with management not being aloof, as well as
getting out and meeting the employees. This should be followed by leaders seeking opinions
and ideas and treating one and all with genuine respect.

4. Focus on shared, rather than personal goals: Employees should feel that everyone is
pulling together to accomplish a shared vision, rather than a series of personal agendas. This
is the essence of teamwork. This will result in developing collaboration.

5. Do what's right, regardless of personal risk: We all know intuitively what's right in nearly
every situation. Following this instinctive sense, and ignoring any personal consequences
will nearly always create respect from those around us.

6. Think win-win: Foster a non-defensive attitude among employees, and reward people who
care about others’ interests and needs as much as their own.

7. Speak the truth: Dishonesty poisons the workplace. If you’re serious about changing your
corporate culture, you must speak—and vow to listen to—the truth.

8. Be accountable: Promote a culture in which people take responsibility for their performance
and their relationships. Encourage everyone to choose to change what’s not working. And
recognize employees who focus on solutions.

9. Be self-aware and aware of others: Work hard to understand thoughts, feelings, emotions,
intentions, and behaviors. Create an environment where people feel free to ask what’s up
when they don’t ―get‖ someone else’s attitude or behavior.

10. Learn from conflict: The key is to use the conflict to learn and grow. Focus on
understanding everyone’s underlying interests, then seek mutually beneficial solutions.

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Conclusion
We have found that the values of openness and proaction are high for GAAL. This leads to better
sharing of Ideas with employees feeling free to seek help from colleagues as and when required.
This helps in building better work environment. Also high level of proaction leads to employees
taking initiatives for the organization.

We have also observed that trust, collaboration and authenticity for GAAL are closer to the
optimum minimum; hence steps must be taken to improve these attributes for the better
productivity of the organization.

Positive values which are part of the 8 elements of OCTAPACE help organizations to develop
and improve, hence the organizations should invest their time and energy in improving these
elements. These values can be incorporated by GAAL based upon the recommendations
mentioned in the study.

References
i) Essentials of Organizational Behaviour – Stephen P. Robbins, Timothy A. Judge,
Seema Sanghi
ii) http://howhr.blogspot.com/2009/04/octapace.html
iii) Information memorandum - Strategic investor for GAAL
iv) Organizational ethos and culture at ONGC : an empirical study by Ayesha
Farooq and Seep Sethi (2008)

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 EXHIBIT 1- OCTAPACE Questionnaire

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 Exhibit 2- Scores of each Employee

Exhibit 3- OCTAPACE scores

*1-40 represent the questions, 101-122 represent the employees.

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