Ethics-06
Ethics-06
Work Culture
Linkages
1. Concept of Work Culture:
- Meaning, Features, Impact.
2. Features of Admn. Culture
3. Influences on Admn. Culture in India:
- Societal; Political; Judicial
CASE - 1
The family of a young girl files an FIR against a
senior IPS officer, alleging molestation. The
accused officer immediately calls up the
concerned SHO and tells him to “take care” of the
matter.
When asked how, he instructs him to harass the
family, file false cases against them, use force if
needed- pressurize them to withdraw the case.
i) Should the SHO agree?
ii) Will he agree?
Dharmo Rakshati Rakshitah
Work Culture
“Meaning of work”
• Common understanding w.r.t. values,
practices and objectives of an orgn.
• Abstract; not codified.
• Powerful influence on individual’s conduct.
- in addition to & even in opposition to rules.
CASE – 2 A
• A young, honest recruit joins Eco. Offences Wing.
• Given an envelope full of cash on the first evening;
told that this is his “share”; refuses to accept it.
Next day onwards
i) Nobody speaks with him; eats with him.
ii) He is given no work to do.
iii) Called at odd-hours to office, for trivial issues.
• After 2 months, he accepts the envelope.
i. Did he do the right thing?
ii. What else would YOU have done?
iii. Who would support you?
Features of Work Culture
1. Not codified; reflects + shapes the mentality
of employees + character of organisation.
2. Creates a sense of identity for employees.
3. Regulates use of discretion-determines the
interpretation and implementation of LRR;
Indian Admn.- THEN & NOW
(Better LRR, poorer Culture)
FACTOR THEN NOW
Attitude Paternal Self-serving
Goal Performance File movement
Perception
Status No visible VIP Status; legitimacy
symbols of of privileges
status
Public Contact Tours; field trips Conferences+
Politicians
Relation with Intellectual Compliant+ sycophancy
Polity advisors
Strength & Quality of Work Culture
STRONG or Similar understanding of orgn.’s
WEAK purpose and one’s role in achieving
it.
GOOD or BAD Uphold values that promote
public welfare.
Strong + Good Armed Forces; TATA; IIT/IIM.
Strong + Bad Police; Public Counters; Govt.
School.
Impact of a strong Work Culture
1. Influences Behaviour & Attitude.
2. Acts as a substitute for Formalization-
reduces need for rules and supervision.
But, Strong culture = Good Culture.
Inefficiency in many orgns is due to
Strong but Bad Work Culture.
CASE – 2 B
• A young, honest recruit joins the Economic
Offences Wing.
• Refuses to accept bribes; alienated and
pressurized for 2 months; finally succumbs.
1. Will he be loyal to his work or to his superiors?
2. How will he treat those who join the orgn.
later?
3. How can this be corrected?
Features of Admn. Work Culture
Feature INDIA Application/Usage
1 Level of Discretion Med- High Personal, not public, interest
2 People Orientation Low Self-serving; dis-regard for
people
3 Outcome Low Procedural compliance;
Orientation Red-tapism
4 Mechanisms of High Reactive +
Control inhibit initiative-taking
5 Sense of Identity Low Value of work under-stated
6 Recognition of Low Patronage + Seniority +
Merit regulatory safeguards
7 Communication Low Closed; Rigid hierarchy; limited
patterns public contact.
Influences on Admn. Culture
INTERNAL: EXTERNAL:
1. Recruitment 1. Society
2. Training 2. Political
3. Perf. Appraisal 3. Judiciary
4. Motivation
5. Leadership
6. Codes
7. Safeguards
Influences on Admn. Culture
I. INTERNAL : rules & procedures that
establish the orgn. structure + individuals
who interpret such provisions.
II. EXTERNAL : interactions of an
administrative system with:
1. Society
2. Political system
3. Judiciary
Societal Influences on Admn. Culture
FACTOR WHAT IT MEANS EFFECT
Particularis Exercise of authority is Nepotism; Splinter groups.
m based on particular norm. Team work suffers.
Centralization.
Deification Institutional auth. Unregulated powers;
of Authority replaced by personal auth. Irrational loyalty.
Disregard for social welfare.
Revere superior but ill-treat
subordinates.
Marginalise merit; favour
mediocrity.
“Code of Silence”.
Accomodatio Keep conflict within Avoid conflicts.
n manageable limits Adhoc, temporary solutions.
Use emotions to make a
point.
Political Influences on Admn. Culture
FACTOR WHAT IT IMPLIES EFFECT
Political Intervention v/s Politicisation
Direction Interference
(Outcome orientation, sense
Neutrality is diluted of identity, merit recognition)
(Transfers, Appraisals)
Coalition -Dilutes Collective Resp. Admn. discretion diluted .
politics -Damages Bureaucratic Sense of Identity lost.
Anonymity
Coalition Legislative inertia Flexibility and
politics Responsiveness
Judicial Influences on Admn. Culture
FACTOR WHAT IT IMPLIES EFFECT
Over-burdened Delay in justice Discretion rises
judiciary People orientation falls
Judicial Judicial Activism Discretion
Interventions v/s Outcome orientation
Judicial Overreach Sense of identity
Learning Outcomes
1. W/C is shaped through the observations and
experiences of the individual in the work place.
2. W/C influences the mindset of the employees
and the ambience of the orgn.
3. W/C can supplement or even replace LRR in
influencing individuals.
4. The stronger the W/C, the harder it is to
change.
5. W/C evolves through administrative, societal,
political and judicial influences.
