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organizational Culture can be defined as cumulative, crystallized and quasistable shared life shared style of people as reflected in the

presence of some states of life over others, in the response predispositions towards several significant issues and phenomena (attitudes), in the organized ways of filling time in relation to certain affairs (rituals), and in the ways of promoting desired and preventing undesirable behavior (sanctions) The most important aspect of organizational culture are the values it practices. Eight values may be examined to develop the profile of an organizational culture that is called octapace it OPENNESS, CONFRONTATION, TRUST, AUTHENTICITY, PROACTIVELY, AUTONOMY, COLLABORATION, AND EXPERIMENTING. a) Openness - the comparative openness in the system should influence the design of HRS. Organizations can be classified in continuum from completely open to completely close. No orgn may be on the two extremes of the continuum. However, they will tend to be towards one or the other end.

The degree of openness of the orgn will be an imp factor in determining the nature of the various dimensions of HRD being designed, as well as the way in which these dimensions should be introduced. orgn which are fairly open may start with several confronting designs of HRS . b) Confrontation - this term is used in relation to problem putting the front rather than the back to escaping the problems. A better term would be confrontation exploration that implies facing a problem and working jointly with other concerned to find its solution. If an organization encourages people to recognize a problem, bring it to people concerned, explore with them to under it and search possible ways of dealing with it. c) Trust - which introducing the HRD in an orgn trust in another factor which should be considered along with openness. If the level of trust is low, the various dimensions of HRS are likely to be seen with suspicion and therefore the credibility of the system may go down. in such a case the system if introduced may become a vital and cease to perform

the main functions for which it meant. d) Authenticity is the value underlying trust. It is the willingness of a person to acknowledge the feelings he /she has, and accept himself / herself as well as other who relate to him/her as persons. Authenticity is reflected in the narrowest gap between the stated vales and the actual behavior. This value is important for the development of a culture of mutuality. e) Proactive - can be contrasted with the term react. It in the later action is in response to an act from some source, while in the former the action is taken independently of act form the other source. proaction means anticipating issues in advancing to take advantage of this undertaking conflict or responding to needs of the future in fact creating the future. f) Autonomy - nothing but willingness to use power without fear and helping other to do same. It multiplies power in system and the basis is collaboration.

g) Collaboration - involves working together during one another strengths for a common cause. Individuals instead of solving their problems by themselves share their concerns with one another ands prepare strategies working out plan of actions and implement them together. h) Experimenting - as a value emphasizes the importance given to innovating and trying out new ways of dealing with problems in the orgn. A profile of an orgn on these aspects may help to decide what elements of HRS should be introduced in what sequences in the organization.