Hello Samvedan,
While there are points where you hit the "bull's eye"--so to say, there are some aspects that really can't be attributed to HR professionals alone.
General human attributes like status consciousness, tendency to view issues from a win-lose perspective & unwillingness to learn what is not taught cut across functions--not just HR.
However, what you mentioned reg orientations & perspectives being "functional" is very true--one of the main reasons for HR professionals not heading companies. To put it in another way, in general, HR persons don't look @ the 'larger/big picture' [the "organizational" perspective that you mentioned] in their decisions. This is where many HR persons get hit--they leave it to the Directors/MD to handle this part of the decision-making process.
Having said this, frankly, I am not sure if even if a HR person wants to do so, would most of them be able to do it? One reason would be the lack of technical/professional qualifications [meaning the basic degrees, NOT the MBA, which comes later]--which hinder the understanding the consequences of any decision from the organizational perspective.
Another reason would be the typical hesitation of many [if not most/all] HR persons to 'dirty their hands'--so to say. Any lot of employees in a company tends to respect only those who don't hesitate to get their hands dirty, IF needed--even if it's in such actions that a HR person also learns the nuances of the work in that company. Other functions invariably have to get their hands dirty, as a part of their job--if they don't, they are as good as OUT.
In the Indian context, there's only ONE person whom I saw, to the extent I can recollect, reaching to Top of a large organization from the HR function [he is now a Director in Reliance Energy, after a stint as CMD of NTPC]--and his was a unique qualification combination in the 1980s--BTech+MBA(HR), when most BTechs those days chose Marketing, Production & such specializations in MBA.
This is my say on this subject--not sure how many agree with it.
Rgds,
TS