Braj Mohan Chaturvedi

Total Business Management

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  • This Blog is dedicated to all the Management Professionals who want to challenge the set pattern, who are practical in their approach and dont think in thin air; who believe that strategy is all about making things simple; who strongly advocate the “Rule of Simple” and who believe that impossible is nothing. - Just like Katyayana. Katyayana was a disciple of Gautama Buddha. He is also known as Kaccana or Kaccayana, Mahakatyayana, Mahakaccana and in Japanese as Kasennen. Katyayana is one of the “Ten Disciples of the Buddha”. Mahakashyapa, Ananda, Shariputra, Subhuti, Purna, Mahamaudgalyayana, Katyayana, Aniruddha, Upali and Rahula. He was foremost in explaining Dharma. He was born in a brahmin family at Ujjayini (Ujjain) and received a classical Brahminical education studying the Vedas. Katyayana was a Sanskrit grammarian, mathematician and Vedic priest who lived in ancient India, around the time of the Greco-Bactrian Kingdom. He is known for two works:- The Varttika, an elaboration on Panini’s grammar. Along with the Maha-bhasya of Patanjali, this text became a core part of the vyakarana (grammar) canon. This was one of the six Vedangas, and constituted compulsory education for Brahman students in the following twelve centuries.- He also composed one of the later Sulba Sutras, a series of nine texts on the geometry of altar constructions, dealing with rectangles, right-sided triangles, rhombuses, etc. Katyayana certainly have been a man of very considerable learning but probably not interested in mathematics for its own sake, merely interested in using it for religious purposes.He wrote the Sulbasutra to provide rules for religious rites and to improve and expand on the rules which had been given by his predecessors. Katyayana would have been a priest instructing the people in the ways of conducting the religious rites he describes. Authorship: Nettipakarana, a work of grammar, and Petakopadesa, a treatise on exegetical methodology, sulvasutras dealt with geometry.
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Cultural Fit

Posted by Braj Chaturvedi on August 10, 2008

 
Most HR professionals today recognize the importance of Cultural Fit. What is Cultural Fit? It becomes useful to first explore the broader concept of fit and the reasons why culture fit is particularly important.
Fit is typically defined in two ways:
• Job fit
• Organization fit.
Job fit refers to the degree to which the candidate’s skills and experience arerelevant to the job and the degree to which the candidate finds the role’s activities and responsibilities satisfying.
Organizational fit refers to the candidate’s compatibility with the organization’s values and mode of operation.
While organization fit covers a range of organizational attributes the most common and frequently cited element centers on the congruence between individual and organizational values. This is referred to as culture fit.
Research over the years has shown that individuals selected on the basis of culture fit will contribute faster, perform better and stay longer. In today’s business scenario knowledge, intellectual capital, individual and organizational qualities represent the competitive value proposition for most companies.
Culture fit cannot be developed in any individual. Provided someone fits into the organization, and demonstrates the ability to grow and develop, their knowledge and skills will change and grow over time. Values and motivations on the other hand are almost impossible to change.
Though most of the HR Managers understand the significance of Culture Fit, but the tight labor market often leads them to make decisions quickly and choose individuals who may not be right. Internally, they cite time pressures; lack of available tools, skills and resources as the reasons for not assessing cultural fit.
Assessing cultural fit is not as difficult as many would think. It requires establishing strong processes and tools that are understood and effectively practiced by all managers.
The first step is to secure the Top Management buying. This starts with demonstrating a sound return on investment.
The next step is to put in place sound and efficient processes that support the assessment of culture fit. This is where the HR function plays a critical role.
Finally, the individual’s rankings are compared with the organization profiles to identify areas of alignment and potential mismatch. This information is often carried forward to first or second interviews.
Recruiting for cultural fit is very important. Organizational culture today is being threatened by hiring processes. What is encouraging though is the recognition that the issue of culture fit is an important one. The HR function needs to take a strategic stance on the same.

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This entry was posted on August 10, 2008 at 3:20 p08 and is filed under HR Cases, HR Trend. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.

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