organizational culture inventory detailed report

www.humansynergistics.co.kr [email protected] Phone: +82-(02)-3141-7546

English

Organizational Culture Inventory®

Detailed Report

For ABC Company

August 2008

www.humansynergistics.com www.humansynergistics.co.kr [email protected] Tel: (02)-3141-7546 Fax: (02)-3141-7548 Copyright © 2007 by Heartware Korea. The products, models and reports described herein are copyrighted © 1987-2007 by Human Synergistics International and used by permission. All rights reserved.

Life Styles InventoryTM, Organizational Culture Inventory®, Organizational Effectiveness InventoryTM and Human Synergistics® are trademarks of Human Synergistics International, Plymouth, MI USA. 0

OCI Detailed Report (130+ pages) Compared to the OCI Report the OCI Detailed Report provides a deeper insight in the organizational culture on an overall, team, department or management level as the OCI Detailed Report provides additionally: 1. Breakout reports per business unit, department, function, team and/or

management level with the same detailed information per breakout on organizational culture and outcomes

2. Comparative profiles which provide additional insight in how outcomes relate

to organizational culture and vice versa. 3. Benchmarking of organizational level outcomes with Historical Average (i.e.

1000 organizational units). The resulting gap barchart provides guidance in the selection of areas where change is most required in order to generate the highest payoffs for the organization.

Detailed descriptions, interpretations and gap analyses provide a road map for cultural change and provide detailed guidance to enhance organizational outcomes to create a more effective and constructive organizational culture.


Life Styles InventoryTM, Organizational Culture Inventory®, Organizational Effectiveness InventoryTM and Human Synergistics® are trademarks of Human Synergistics International, Plymouth, MI USA. Page 21

1. Breakouts per business unit, department, function, team and/or management level provide great insights in how departments differ from each other as it relates to culture. These breakouts provide great advantages as:

It shows which departments or groups have more constructive cultures than others and create better outcomes. The organization can use such groups as internal benchmarks for others groups or departments.

They hand the ownership of the organizational culture and related change leadership responsibility back to each department head.

Departments might make different change action plans based on their breakout reports yet the management of the organization can see how despite the differences in execution everyone is working towards the same unified goals.

There is no limit to the number of breakouts. Minimum number for valid responses should be 5 in order to safeguard respondents’ confidentiality.



2. Comparative profiles provide excellent insight into how e.g. employees with high satisfaction (or high role clarity) experience the organizational culture versus employees which assess the same outcomes as low.



3. Benchmarking of organizational level outcomes with Historical Average (i.e. 1000 organizational units). The resulting gap barchart provides guidance in the selection of areas where change is most required in order to generate the highest payoffs for the organization.

www.humansynergistics.co.kr [email protected] Phone: +82-(02)-3141-7546

English

Organizational Culture Inventory®

Detailed Report

For ABC Company

August 2008

Human Synergistics/Center for Applied Research, Inc. Sample, Inc. Copyright 1998. All Rights Reserved. January 2002

TABLE OF CONTENTS INTRODUCTION.......................................................................................................................... SECTION 1

INTRODUCTION TO THE OCI FEEDBACK REPORT .......................................................................................1-1 THE ORGANIZATIONAL CULTURE INVENTORY.............................................................................................1-2 THE THEORETICAL MODEL .......................................................................................................................1-3 USING THE OCI RESULTS TO IMPROVE YOUR ORGANIZATION’S EFFECTIVENESS ........................................1-5 ABOUT THIS REPORT................................................................................................................................1-5 FUTURE STEPS ........................................................................................................................................1-6

ORGANIZATIONAL CULTURE (ALL RESPONDENTS) ............................................................ SECTION 2

INTRODUCTION TO THE OCI......................................................................................................................2-1 THE CULTURAL NORMS MEASURED BY THE OCI .......................................................................................2-2 INTERPRETING YOUR ORGANIZATION’S OCI RESULTS ...............................................................................2-4 OCI CURRENT PROFILE ...........................................................................................................................2-7 OCI IDEAL PROFILE ..................................................................................................................................2-9 OCI ITEM AND GAP ANALYSES ...............................................................................................................2-11 ORGANIZATIONAL READINESS FOR CHANGE BARCHARTS AND TABLES .....................................................2-25

COMPLEMENTARY OUTCOME ITEMS (ALL RESPONDENTS) ............................................. SECTION 3

COMPLEMENTARY OUTCOMES ASSESSED BY THE OCI ..............................................................................3-1 INTERPRETING YOUR ORGANIZATION’S OCI RESULTS FOR COMPLEMENTARY OUTCOMES ..........................3-1 GAP BARCHART .......................................................................................................................................3-4 IMPLICATIONS OF HIGH AND LOW SCORES ON THE COMPLEMENTARY OUTCOMES.......................................3-5 ITEM BARCHARTS AND TABLES .................................................................................................................3-7 CORRELATIONS BETWEEN YOUR ORGANIZATION'S CULTURE AND OUTCOMES...........................................3-10 COMPARATIVE PROFILES........................................................................................................................3-13

CULTURE (SUBGROUPS).......................................................................................................... SECTION 4

INTERPRETING YOUR SUBGROUP’S OCI RESULTS.....................................................................................4-1 OCI SUBGROUP PROFILES .......................................................................................................................4-3

COMPLEMENTARY OUTCOME ITEMS (SUBGROUPS).......................................................... SECTION 5

INTERPRETING YOUR SUBGROUP’S OCI RESULTS FOR THE COMPLEMENTARY OUTCOMES .........................5-1 ITEM BARCHARTS AND TABLES .................................................................................................................5-2

APPENDICES .............................................................................................................................. SECTION 6

DEMOGRAPHIC FREQUENCIES .....................................................................................................................A


Executive Summary

The Organizational Culture Inventory (OCI) was administered to 735 members of Sample, Inc. in order to assess its culture. The OCI measures “what is expected” of members – or, more technically, the behavioral norms and expectations associated with the more abstract aspects of culture such as shared values and beliefs. Responses to the complementary outcome items included at the end of the OCI provide insight regarding the impact of Sample, Inc.’s culture on outcomes such as members’ role clarity, role conflict, and satisfaction. The OCI was also used to measure the ideal culture in terms of the behaviors that should be expected of members in order to maximize Sample, Inc.’s long-term effectiveness and success. In turn, the impact of Sample, Inc.’s current culture on outcomes and the gaps between its current and ideal culture profiles provide the basis for developing plans for strengthening Sample, Inc.’s long-term effectiveness.

Current Culture Generally speaking, the current culture of Sample, Inc. is characterized as:

♦ Aggressive/Defensive, in which members are expected to approach tasks in forceful ways to protect their status and security (includes Oppositional, Power, Competitive, and Perfectionistic cultures).

♦ Moderate to Weak in terms of the amount of agreement among members regarding the

behaviors that are or are not expected. Greater detail regarding the behavioral norms and expectations currently communicated and reinforced within Sample, Inc. may be found in the “Culture” section of the Feedback Report. Ideal Culture In contrast to the current culture, the ideal culture for Sample, Inc. is described by members as:

♦ Constructive, in which members are encouraged to interact with others and approach tasks in ways that will help them to meet their higher-order satisfaction needs (includes Achievement, Self-Actualizing, Humanistic-Encouraging, and Self-Actualizing cultures).

♦ Strong to Very Strong in terms of the amount of agreement among members

regarding the behaviors that are or are not expected. The behaviors that should be expected of members in order for Sample, Inc. to be successful are described in greater detail in the “Culture” section of the Feedback Report.

Impact of Culture on Outcomes The impact of Sample, Inc.’s culture on particular outcomes was also measured via the OCI. Correlational analyses suggest that of the complementary outcome items included in the OCI, Sample, Inc.’s current culture has the greatest impact on members’:

♦ Role Conflict and ♦ Satisfaction.


Comparative profiles that illustrate the impact of Sample, Inc.’s culture on these outcomes are included in the “Complementary Outcomes” section of the Feedback Report. The Outcomes section also includes Sample, Inc.’s results along all of the complementary outcome items included in the OCI. Implications for Culture Change If Sample, Inc. seeks to change its current culture to be more consistent with its ideal, the internal systems, processes, practices, and structures at the member/job, manager/unit, and organizational levels all need to be consistent in reinforcing expectations for more Constructive behaviors. For example, at the member/job level, Constructive norms may be promoted through levers such as:

♦ jointly setting clear, specific, and challenging (but realistic) goals; ♦ designing jobs to maximize responsibility, autonomy, and knowledge of results;

and ♦ establishing motivational reward systems.

Examples of manager/unit level levers for promoting Constructive norms include:

♦ reliance on personal bases of power over organizational power sources; ♦ fair and objective performance appraisals, and ♦ constructive reactions to good as well as poor employee performance.

Examples of organizational level levers for promoting Constructive cultures include:

♦ demonstrating respect for all members; ♦ communicating and reinforcing the organization’s mission and values; and ♦ involving employees in plans to improve the organization.

Aggressive/Defensive cultural norms have been found in organizations where members are expected to accomplish the impossible yet are provided little support (resources, necessary training) and where punishment (such as use of criticism and threats of job security) is readily used by supervisors/managers as a way to influence employees. Aggressive/Defensive cultural norms have also been found in organizations where members are treated unfairly and without respect and in organizations where winning and maintaining the image of perfection are valued over members’ job involvement and satisfaction. Subsequently, if Sample, Inc. seeks to reduce expectations for Aggressive/Defensive behaviors, possible levers for change may be found in:

♦ employee goal setting, ♦ the distribution of resources, ♦ opportunities for training, and ♦ reward and punishment systems and practices.

INTRODUCTION


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Introduction to the OCI Feedback Report With ever-growing competition and shorter product and service life cycles, most organizations have found that standardized methods and strict controls are no longer a viable way to run a business. Now, more than ever, organizational success is dependent upon management’s ability to empower members to think and behave like owners. That is why, in addition to monitoring traditional financial and production performance indicators, many organizations are directing greater attention to the internal factors and conditions that have an impact on their performance. The Organizational Culture Inventory (OCI) was developed in response to the demand for a reliable and valid measure of organizational culture that distinguishes effective organizations from those that are less effective. In turn, the OCI Feedback Report is designed to help change agents, managers, and members understand and utilize the information obtained from an OCI administration within their organization. This Feedback Report summarizes the information provided by members within your organization who completed the OCI. This information is organized in the way in which most action plans for improving organizational performance are developed – by first focusing on the organization as a whole and then narrowing the focus to the key components or subgroups. By the time you have finished this report, you will be able to:

♦ describe your organization’s culture in terms of the behaviors that are currently expected of members;

♦ define the behaviors that ideally should be expected for your organizational to be

successful; ♦ discern the impact of your organization’s culture on members; ♦ determine whether subcultures exist within your organization; and ♦ establish a direction for your organization’s cultural change efforts.

The information included in this report should be instrumental to your organization’s development efforts. Specifically, this report will enable you to make informed decisions regarding whether and in what way your organization’s culture can be improved.

INTRODUCTION


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The Organizational Culture Inventory The Organizational Culture Inventory (OCI) is an integral component of Human Synergistics’ multi-level diagnostic system for individual and organizational development. The OCI measures “what is expected” of members of an organization – or, more technically, the behavioral norms and expectations associated with the more abstract aspects of culture such as shared values and beliefs. The inventory presents a list of statements which describe some of the behaviors and “personal styles” that might be expected or implicitly required of organizational members. Some of the cultural norms measured by the OCI are positive and supportive of constructive interpersonal relationships, effective problem solving, and personal growth; others are dysfunctional and can lead to unnecessary conflict, dissatisfaction, and symptoms of strain on the part of organizational members. More specifically, the OCI measures 12 different cultural norms that are organized into 3 general types of cultures:

♦ Constructive cultures, in which members are encouraged to interact with others and approach tasks in ways that will help them to meet their higher-order satisfaction needs (includes Achievement, Self-Actualizing, Humanistic-Encouraging, and Affiliative cultures).

♦ Passive/Defensive cultures, in which members believe they must interact with people in

defensive ways that will not threaten their own security (includes Approval, Conventional, Dependent, and Avoidance cultures).

♦ Aggressive/Defensive cultures, in which members are expected to approach tasks in

forceful ways to protect their status and security (includes Oppositional, Power, Competitive, and Perfectionistic cultures).

The types of culture measured by the OCI have been shown to have a direct bearing on the activities of members and the functioning of the organization – and have been shown to be related to important outcomes such as member satisfaction, motivation, teamwork, the quality of products/services, and other criteria of organizational effectiveness (e.g., sales performance). These expectations or cultural norms result from, and are reinforced by, managerial philosophies and styles, organizational structural variables, reward systems, and other factors that can be changed – at least to some extent – by those in leadership positions. Thus, the Inventory is appropriate for use in cultural change programs. The OCI has been adopted by numerous organizations and completed by more than 750,000 individuals. Organizations have used the Inventory to diagnose their cultures and plan change programs, to identify the “ideal” culture for maximizing their effectiveness, and/or to monitor the impact of organizational development efforts. More specialized applications have included programs on cultural (ethnic) diversity within organizations, individual career counseling, and union-management relations.

INTRODUCTION


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The Theoretical Model The diagram presented on the next page describes some of the internal systems, processes, practices, and structures (i.e., levers for change) that can have an impact on behavioral norms and expectations measured by the OCI. In turn, the model also illustrates some of the outcomes that result from an organization’s culture. Keep in mind that there are many factors that potentially lead to and result from cultural norms. Some of those factors are included in the model; others have yet to be studied. Research conducted over the past decade using the OCI and the Organizational Effectiveness Inventory (OEI) provide support for the relationships described by the Theoretical Model.

INTRODUCTION


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Levers for Change

Organizational Culture and Mission(Mission/philosophy, employee involvement,service orientation)

Quality of Communication(Upward, downward, communication forlearning)

Human Resource Management(Selection/placement, training and development,respect for members, empowerment)

Appraisal and Reinforcement(Performance appraisal, use of rewards andpunishment)

Distribution of Influence

Supervisory/Managerial Leadership(Interaction facilitation, task facilitation, goalemphasis, consideration)

Supervisory/Managerial Sources of Power(Personal bases of power, organizational basesof power)

Job Design(Autonomy, variety, feedback, identity,significance, interdependence)

Goals(Clarity, challenge, participation, acceptance)

Teamwork and Coordination(Intra-unit cooperation, inter-unitcoordination)

Quality of Service(Organizational level quality,departmental quality)

Employee Outcomes (Negative)(Role conflict, job insecurity, stress)

Employee Outcomes (Positive)(Role clarity, motivation, satisfaction,intention to stay)

Behaviors andOutcomes

Actual vs. IdealCulture

Theoretical Model

INTRODUCTION


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Using the OCI Results to Improve Your Organization’s Effectiveness Included in the front pocket of this report is an exercise entitled “Planning for Cultural Change.” This exercise provides you with a structured approach for using the OCI results to develop an action plan for change that is based on the Theoretical Model presented on the previous page. Planning for Cultural Change begins by taking you through an analysis of your organization’s results along the complementary outcome items; then walks you through an analysis of your organization’s culture and identification of critical gaps; and ends by guiding you in identifying the actions that can be undertaken to close gaps and improve along outcomes. Once you have completed this process, you will have outlined a plan that includes the key actions to be undertaken to facilitate positive change (i.e., levers for change) as well as the factors to be monitored to gauge the success of your organization’s change efforts (i.e., targeted cultural gaps and outcomes). This same approach can then be applied when developing improvement plans at the subgroup level based on the OCI subgroup results.

About this Report In addition to Planning for Cultural Change, the front pocket of this report includes an “Executive Summary” of the results. The Executive Summary provides a general overview of your organiza-tion’s OCI results and outlines the implications for your organization’s development efforts. The Feedback Report itself includes:

♦ The current culture of your organization compared to the ideal culture as measured by the

OCI (including gap analyses at the scale and item levels). ♦ Your organization’s readiness for change as measured by the ideal OCI.

♦ Your organization’s results on the complementary OCI outcome items as compared to our

“Historical Average” (based on over 700 organizational units) and “Constructive Benchmark” (based on 119 units with predominately Constructive cultures).

♦ OCI comparative profiles that illustrate the impact of your organization’s culture on particular

outcomes. ♦ OCI results regarding culture and outcomes broken down by subgroups. ♦ Project administration and demographic information, and data from the supplementary

questions.

INTRODUCTION


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Future Steps Collecting data on your organization’s current and ideal culture and outlining action plans for improvement based on that data are the first steps toward increasing your organization’s effectiveness. After you have completed reviewing the OCI Feedback Report and have outlined action plans for improvement at the organization and subgroup levels, it is recommended that you proceed by: ♦ Refining organizational and subgroup action plans. In refining your organization and

subgroup action plans, you may consider a more precise assessment of the levers for change in your organization. The Organizational Effectiveness Inventory (OEI) is an assessment tool that allows an organization to measure the impact of its culture (on members, groups/teams, and the organization) as well as the factors and conditions that likely drive or shape that culture. The OEI assesses levers for change at the member/job, manager/unit, and organizational levels. In turn, OEI results will enable you to identify those levers that are likely to be most critical to successful cultural change within your organization.

♦ Getting members involved in the process. As you get more specific regarding the changes

that need to be made within your organization and subunits, you will probably want to get the input of those who are likely to be affected by changes. Getting people involved in the cultural change process during the planning stages will enable you to identify unanticipated obstacles, provide you with more ideas, and raise the level of commitment to the change process.

♦ Implementing organizational and subgroup action plans. This is where you put your plans

into action. Continue to get people within your organization involved, delegate, and seek out volunteers. Don’t be discouraged if the process starts out slow or if things are not working out exactly as planned. Rather, stay focused on your goals and be prepared to modify the original plans as warranted.

♦ Monitoring your organization’s progress. Keeping track of how well you are doing relative

to your goals is critical -- it enables you to determine whether your plans were on track or need to be modified; it guides you in directing people’s efforts; and it can be an excellent boost to motivation. You’ll want to reassess the culture in approximately 1½ to 2 years from the date in which you originally administered the OCI.

CULTURE (All Respondents)


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Organizational Culture (All Respondents) The Organizational Culture Inventory (OCI) assesses the culture of your organization at the level of behavioral norms and expectations. Members of your organization responded to the OCI either in terms of the extent to which certain behaviors and “personal styles” are expected (i.e., the current culture) or in terms of the extent to which certain behaviors and personal styles should be expected (i.e., the ideal culture). The OCI measures 12 different cultural norms. Individual scores for these cultural norms are aggregated to the organizational level and are plotted on to a circular diagram known as a circumplex (shown below). Cultural norms that are located next to one another on the OCI circumplex (e.g., Achievement and Self-Actualizing) are more closely related than cultural norms that are located further apart (e.g., Achievement and Conventional).

The OCI circumplex allows you to compare your organization’s scores along the 12 cultural norms to the scores given by 3,939 other individuals who described the culture of their organizations. When you record your unadjusted (or “raw”) score for each cultural norm on the circumplex, you convert the results for your organization or subunit to percentile scores that provide a more realistic picture of the culture (similar to when you take a test and you evaluate your performance, in part, by comparing how you ranked relative to everyone else who took the test). The bold center ring represents the 50th percentile. Scores falling below the 50th percentile are low relative to other organizations. Scores that fall above the 50th percentile are high relative to other organizations.



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The Cultural Norms Measured by the OCI The cultural norms are organized on the OCI circumplex such that those toward the top reflect expectations for behaviors that are directed toward higher-order needs for growth and satisfaction, while those located toward the bottom reflect expectations for behaviors that focus on meeting lower-order needs for security. Cultural norms located on the right side of the circumplex reflect expectations regarding interactions with people, while cultural norms located on the left side of the circumplex reflect expectations regarding task-related behavior. The distinctions between satisfaction and security and between people and task define the three clusters of cultural norms measured by the OCI – Constructive, Passive/Defensive, and Aggressive/Defensive.

CONSTRUCTIVE CULTURAL NORMS (Promote Satisfaction Behaviors)

(11:00) An Achievement culture characterizes organizations that do things well and value members who set and accomplish their own goals. Members of these organizations set challenging but realistic goals, establish plans to reach these goals, and pursue them with enthusiasm. Achievement organizations are effective; problems are solved appropriately, clients and customers are served well, and the orientation of members (as well as the organization itself) is healthy. (12:00) A Self-Actualizing culture characterizes organizations that value creativity, quality over quantity, and both task accomplishment and individual growth. Members of these organizations are encouraged to gain enjoyment from their work, develop themselves, and take on new and interesting activities. While self-actualizing organizations can be somewhat difficult to understand and control, they tend to be innovative, offer high-quality products and/or services, and attract and develop outstanding employees. (1:00) A Humanistic-Encouraging culture characterizes organizations that are managed in a participative and person-centered way. Members are expected to be supportive, constructive and open to influence in their dealings with one another. A humanistic culture leads to effective organizational performance by providing for the growth and active involvement of members who, in turn, report high satisfaction with and commitment to the organization. (2:00) An Affiliative culture characterizes organizations that place a high priority on constructive interpersonal relationships. Members are expected to be friendly, open, and sensitive to the satisfaction of their work group. An affiliative culture can enhance organizational performance by promoting open communication, good cooperation, and the effective coordination of activities. Members are loyal to their work groups and feel they “fit in” comfortably.



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PASSIVE/DEFENSIVE CULTURAL NORMS (Promote People/Security Behaviors)

(3:00) An Approval culture describes organizations in which conflicts are avoided and interpersonal relationships are pleasant – at least superficially. Members feel that they must agree with, gain the approval of, and be liked by others. Though possibly benign, this type of work environment can limit organizational effectiveness by minimizing constructive “differing” and the expression of ideas and opinions. (4:00) A Conventional culture is descriptive of organizations that are conservative, traditional, and bureaucratically controlled. Members are expected to conform, follow the rules, and make a good impression. Too conventional a culture can interfere with effectiveness by suppressing innovation and preventing the organization from adapting to changes in its environment. (5:00) A Dependent culture is descriptive of organizations that are hierarchically controlled and non-participative. Centralized decision making in such organizations leads members to do only what they’re told and to clear all decisions with superiors. Poor performance results from the lack of individual initiative, spontaneity, flexibility, and timely decision making. (6:00) An Avoidance culture characterizes organizations that fail to reward success but nevertheless punish mistakes. This negative reward system leads members to shift responsibilities to others and to avoid any possibility of being blamed for a mistake. The survival of this type of organization is in question since members are unwilling to make decisions, take action, or accept risks.

AGGRESSIVE/DEFENSIVE CULTURAL NORMS (Promote Task/Security Behaviors)

(7:00) An Oppositional culture describes organizations in which confrontation prevails and negativism is rewarded. Members gain status and influence by being critical and thus are reinforced to oppose the ideas of others and to make safe (but ineffectual) decisions. While some questioning is functional, a highly oppositional culture can lead to unnecessary conflict, poor group problem solving, and “watered-down” solutions to problems. (8:00) A Power culture is descriptive of non-participative organizations structured on the basis of the authority inherent in members’ position. Members believe they will be rewarded for taking charge and controlling subordinates (and being responsive to the demands of superiors). Power-oriented organizations are less effective than their members might think; subordinates resist this type of control, hold back information, and reduce their contributions to the minimal acceptable level.



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(9:00) A Competitive culture is one in which winning is valued and members are rewarded for out-performing one another. People in such organizations operate in a “win-lose” framework and believe they must work against (rather than with) their peers to be noticed. An overly competitive culture can inhibit effectiveness by reducing cooperation and promoting unrealistic standards of performance (either too high or too low). (10:00) A Perfectionistic culture characterizes organizations in which perfectionism, persistence, and hard work are valued. Members feel they must avoid all mistakes, keep track of everything, and work long hours to attain narrowly-defined objectives. While some amount of this orientation might be useful, too much emphasis on perfectionism can lead members to lose sight of the goal, get lost in details, and develop symptoms of strain.

Interpreting Your Organization’s OCI Results Your organization’s OCI results are organized into 4 subsections: ⇒ OCI Current Profile: This subsection provides you with a picture of your organization’s current culture based on the responses of all members within your organization who completed the OCI. The results are presented on the OCI circumplex as well as in tabular form. The OCI circumplex allows you to compare your organization’s percentile scores along each of the 12 cultural norms. When reading the OCI profile, you want to look for the “spikes,” or those cultural norms that are most extended from the center of the circumplex – these are the cultural norms that describe how members within your organization are currently expected and encouraged to think and behave (i.e., the direction of the culture). The most extended cultural norm in your organization’s profile is called the primary style. This describes the way in which members are predominantly encouraged to think and behave. The second most extended cultural norm is called the secondary style. This cultural norm typically works with the primary style or is expected when the behaviors included under the primary style cannot be enacted. Sometimes primary and secondary styles are included in the same cluster (Constructive, Passive/Defensive, or Aggressive/Defensive); other times they are contained within different clusters. The cluster that best describes your organization’s culture is the one that has the highest percentile score when the percentile scores of the four cultural norms included in the cluster are averaged together. The corresponding table includes your organization’s percentile scores as well as your organization’s unadjusted (or “raw”) scores for each of the 12 cultural norms measured by the OCI. In addition, the table presents the standard deviations of the responses around the raw scores. The standard deviations are important because they provide you with an indication of the intensity or the amount of agreement among respondents regarding the extent to which particular cultural norms are predominant within your organization. If you add the standard deviation for a particular cultural norm to its raw score and subtract the standard deviation from its raw score, you will have the range in which approximately 67% of members scored along a particular cultural norm. For example, if the raw score on Humanistic is 37.00 and the standard deviation is 5.20, approximately 67% of the respondents had raw scores between 31.80 and 42.20 along the Humanistic cultural norm. Converting these results to percentile scores, the



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range falls below the 50th percentile to above the 75th percentile – and that’s only accounting for 67% of the respondents! The smaller the standard deviation, the greater the intensity of the culture and agreement among organizational members regarding a particular cultural norm. Conversely, the larger the standard deviation, the lower the intensity and agreement among organizational members. The interpretive comments regarding your organization’s intensity (e.g., strong, average, weak) are based on comparisons to the distribution of standard deviations reported by over 700 other organizational units in which the OCI was administered. In interpreting the current culture of your organization, you want to consider both direction and intensity. Direction tells you what is (and is not) expected; intensity tells you how widely shared these expectations are. Cultures with clear direction and high intensity are usually the result of a high degree of consistency between the organization’s mission, structure, human resource practices, managerial behaviors and styles, goal setting, job design, and other systems, practices, and processes. Cultures that lack a clear direction or have low intensity are typically the result of inconsistency between the organization’s mission, structure, human resource practices, managerial behaviors and styles, goal setting, job design, and/or other systems, practices, and processes. Having a culture with clear direction and high intensity is not necessarily a good or bad thing. For example, a culture with weak direction and/or weak intensity is easier to change than one with strong direction and strong intensity. Thus, whether having a culture with clear direction and high intensity is a good thing really depends on whether the “right” behaviors are currently expected and encouraged. The ideal profile defines for you what the “right” behaviors are for your organization. ⇒ OCI Ideal Profile: The OCI ideal profile is your organization’s cultural benchmark. This profile provides you with a picture of where people within your organization believe the culture needs to be in order for your organization to be successful. The OCI ideal culture results are based on the average responses of all members within your organization who completed the OCI in terms of what should be expected for your organization to be successful. As with your organization’s current culture results, you should identify the direction and intensity of the ideal culture. ⇒ OCI Item and Gap Analysis: These analyses provide you with the information you need to identify discrepancies between the current and ideal culture and to more specifically define the behavioral norms that need to be increased or decreased within your organization. In reviewing these results, you will want to first identify those cultural norms along which there are the greatest gaps between current and ideal. Then, you will want to turn to the pages that include the item-level results for those cultural norms and note the specific items (behaviors) along which there are the greatest gaps between current and ideal.



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⇒ Organizational Readiness for Change: In any type of change effort, it is important to anticipate the sources of resistance to and support for change initiatives. The Ideal OCI tapped members’ perceptions regarding the organization’s readiness for changing the culture to be more consistent with ideal. This subsection summarizes those results in terms of the:

♦ perceived support for change by members at different levels of the organization; ♦ anticipated effects of change on individual members; and ♦ anticipated effects of change on the organization.

In reviewing these results you will want to make a list of where resistance to cultural change is most likely to occur within your organization and what are the fears most likely to be associated with that resistance. You will then need to develop a plan for overcoming the resistance to cultural change, in part, by directly addressing the fears upon which such resistance is based. Additionally, you should develop a list of where support for culture change is most likely to be found in your organization. Identify ways in which these sources can be used to facilitate the change effort.

CULTURE: (All Respondents)

Human Synergistics/Center for Applied Research, Inc. Sample, Inc. Copyright © 1997 All Rights Reserved January 2002

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Current Culture All Respondents

N=735

Overall, the strongest extensions are in the Aggressive/Defensive cluster.

With respect to the specific cultural norms, your…

Primary Style is Competitive People are expected to: • Be a “Winner” • Out-Perform Their Peers • Be Seen and Noticed

Secondary Style is Power People are expected to: • Use the Authority of Their Position • Play “Politics” to Gain Influence • Build up Their Power Base

CULTURE(All Respondents)

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Current CultureAll Respondents

N=735

Constructive Styles Percentile Raw Std. Intensity Score Score Deviation (Based on SD)

Humanistic 37.00% 26.13 5.89 Average

Affiliative 13.00% 26.22 6.23 Weak

Achievement 46.00% 27.62 5.39 Average

Self-Actualizing 28.00% 23.84 4.60 Average

Passive/Defensive Percentile Raw Std. Intensity Styles Score Score Deviation (Based on SD)

Approval 71.00% 23.40 4.69 Strong

Conventional 72.00% 25.68 5.47 Average

Dependent 56.00% 25.64 5.42 Average

Avoidance 88.00% 20.65 6.83 Weak

Aggressive/Defensive Percentile Raw Std. Intensity Styles Score Score Deviation (Based on SD)

Oppositional 89.00% 20.77 4.70 Average

Power 90.00% 24.15 6.33 Weak

Competitive 92.00% 24.82 6.48 Weak

Perfectionistic 77.00% 25.75 5.56 Weak

Human Synergistics/Center for Applied Research, Inc.Copyright © 1997 All Rights Reserved

Sample, Inc.January 2002



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Ideal Culture All Respondents

N=266

Overall, the strongest extensions are in the Constructive cluster.


Primary Style is Humanistic Ideally, people should be expected to: • Encourage Others • Resolve Conflicts Constructively • Help Others to Grow and Develop

Secondary Style is Self-Actualizing Ideally, people should be expected to: • Maintain Their Personal Integrity • Enjoy Their Work • Think in Unique and Independent

Ways


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Ideal CultureAll Respondents

N=266


Humanistic 98.00% 36.79 2.80 Very Strong

Affiliative 87.00% 34.84 2.78 Very Strong

Achievement 96.00% 34.30 2.98 Very Strong

Self-Actualizing 96.00% 31.29 2.84 Very Strong



Conventional 15.00% 19.68 4.10 Strong

Dependent 6.00% 19.31 3.40 Very Strong

Avoidance 11.00% 12.61 2.60 Very Strong


Oppositional 52.00% 17.11 2.79 Very Strong

Power 35.00% 17.89 4.06 Strong

Competitive 41.00% 17.03 4.70 Strong

Perfectionistic 22.00% 20.92 3.99 Strong





2-11

Current vs. Ideal Culture

All Respondents

Overall, the largest gaps between the Current and Ideal are in the Constructive cluster.

Primary gap is Avoidance Specifically, the items that have the largest gaps are: • Never be the one Blamed for

Problems • Lay Low When Things Get Tough • Make “Popular” Rather than

Necessary Decisions

Secondary gap is Affiliative Specifically, the items that have the largest gaps are: • Treat People as More Important

Than Things • Be Open, Warm • Use Good Human Relations Skills

Current Culture Ideal Culture


2-12

Current vs. Ideal CultureAll Respondents

Constructive Styles Current Ideal Percentage Percentile Percentile Gap

Humanistic 37.00% 98.00% -61.00%

Affiliative 13.00% 87.00% -74.00%

Achievement 46.00% 96.00% -50.00%

Self-Actualizing 28.00% 96.00% -68.00%

Passive/Defensive Current Ideal Percentage Styles Percentile Percentile Gap

Approval 71.00% 24.00% 47.00%

Conventional 72.00% 15.00% 57.00%

Dependent 56.00% 6.00% 50.00%

Avoidance 88.00% 11.00% 77.00%

Aggressive/Defensive Current Ideal Percentage Styles Percentile Percentile Gap

Oppositional 89.00% 52.00% 37.00%

Power 90.00% 35.00% 55.00%

Competitive 92.00% 41.00% 51.00%

Perfectionistic 77.00% 22.00% 55.00%




2-13

Constructive CultureStyle 1: Humanistic/Encouraging

All Respondents Answering in Terms of:Current Ideal GapMean Mean Mean

Show Concern for the Needs of Others 3.22 4.39 -1.17

Involve Others in Decisions Affecting Them 3.26 4.45 -1.19

Encourage Others 3.50 4.76 -1.26

Help Others to Grow and Develop 3.43 4.71 -1.28

Be Supportive of Others 3.23 4.55 -1.32

Resolve Conflicts Constructively 3.41 4.74 -1.33

Help Others Think for Themselves 3.13 4.55 -1.43

Give Positive Rewards to Others 3.19 4.63 -1.44

1 = Not at all; 5 = To a very great extent

Gap = (Current - Ideal)- Gap indicates that the Current mean for a particular item needs to be increased.+ Gap indicates that the Current mean for a particular item needs to be decreased.




2-14

Constructive CultureStyle 2: Affiliative


Cooperate With Others 3.67 4.47 -0.81

Be Tactful 3.29 4.18 -0.90

Think in Terms of the Group's Satisfaction 3.30 4.24 -0.93

Deal With Others in a Friendly, Pleasant Way 3.53 4.50 -0.97

Motivate Others With Friendliness 2.78 3.87 -1.09

Use Good Human Relations Skills 3.49 4.61 -1.12

Be Open, Warm 2.86 4.29 -1.43

Treat People as More Important than Things 3.25 4.73 -1.48






2-15

Passive/Defensive CultureStyle 3: Approval


Stay Conscious of Fashion 2.30 2.37 -0.07

Make Sure They are Accepted by Others 2.93 2.79 0.14

Be Liked by Everyone 2.81 2.50 0.31

Agree With Everyone 2.25 1.82 0.43

Go Along With Others 3.00 2.39 0.61

Back Up Those With the Most Authority 3.42 2.58 0.84

Do Things for the Approval of Others 3.38 2.50 0.88

Switch Priorities to Please Others 3.25 1.82 1.43






2-16

Passive/Defensive CultureStyle 4: Conventional


Always Follow Policies and Practices 3.82 3.42 0.40

Make a "Good Impression" 3.77 3.32 0.45

Avoid Confrontations 2.93 2.29 0.64

Cast Aside Solutions That Seem Different or Risky 2.83 2.11 0.72

Fit Into the "Mold" 3.14 2.32 0.83

Conform 3.33 2.46 0.87

Treat Rules as More Important Than Ideas 2.85 1.74 1.11

Not "Rock the Boat" 3.14 2.00 1.14






2-17

Passive/Defensive CultureStyle 5: Dependent


Willingly Obey Orders 3.22 2.89 0.33

Be a Good Follower 3.15 2.74 0.42

Check Decisions With Superiors 3.57 3.03 0.54

Do What Is Expected 4.00 3.18 0.82

Follow Orders... Even When They’re Wrong 2.42 1.39 1.03

Never Challenge Superiors 2.68 1.63 1.04

Please Those in Positions of Authority 3.86 2.79 1.07

Accept Goals Without Questioning Them 2.78 1.63 1.15






2-18

Passive/Defensive CultureStyle 6: Avoidance


Push Decisions Upward 3.24 2.58 0.66

Not Get Involved 2.05 1.26 0.78

Take Few Chances 2.81 1.95 0.86

Be Non-Committal 2.30 1.34 0.95

Wait for Others to Act First 2.42 1.34 1.08

Make "Popular" Rather than Necessary Decisions 2.51 1.42 1.09

Lay Low When Things Get Tough 2.40 1.29 1.11

Never be the one Blamed for Problems 2.88 1.42 1.45






2-19

Aggressive/Defensive CultureStyle 7: Oppositional


Point Out Flaws 3.28 3.24 0.03

Question Decisions Made by Others 2.91 2.71 0.20

Be Hard to Impress 2.48 2.26 0.21

Oppose New Ideas 2.10 1.71 0.38

Look for Mistakes 3.41 2.84 0.58

Refuse to Accept Criticism 1.89 1.32 0.58

Remain Aloof From the Situation 2.17 1.42 0.74

Oppose Things Indirectly 2.53 1.61 0.92






2-20

Aggressive/Defensive CultureStyle 8: Power


Act Forceful 3.04 2.92 0.12

Stay on the Offensive 2.92 2.63 0.29

Use the Authority of Their Position 3.31 2.66 0.66

Maintain Unquestioned Authority 2.66 1.97 0.68

Be Hard, Tough 2.93 2.21 0.72

Build up Their Power Base 3.08 2.16 0.92

Personally Run Everything 2.86 1.55 1.30

Play "Politics" to Gain Influence 3.29 1.79 1.50






2-21

Aggressive/Defensive CultureStyle 9: Competitive


Be a "Winner" 3.75 3.14 0.61

Out-Perform Their Peers 3.57 2.86 0.70

Be Seen and Noticed 3.44 2.68 0.75

Turn the Job Into a Contest 2.52 1.57 0.95

Compete Rather Than Cooperate 2.67 1.58 1.09

Win Against Others 2.90 1.74 1.16

Never Appear to Lose 2.88 1.68 1.19

Maintain an Image of Superiority 3.10 1.76 1.34






2-22

Aggressive/Defensive CultureStyle 10: Perfectionistic


Persist, Endure 3.66 4.03 -0.37

Appear Competent and Independent 3.74 3.74 0.01

Keep on Top of Everything 3.80 3.16 0.64

Be Precise...Even When It's Unnecessary 2.91 2.18 0.73

Do Things Perfectly 3.09 2.32 0.77

Personally Take Care of Every Detail 3.04 2.18 0.85

Set Unrealistically High Goals 2.58 1.50 1.08

Never Make a Mistake 2.93 1.82 1.12






2-23

Constructive CultureStyle 11: Achievement


Set Moderately Difficult Goals 3.24 3.50 -0.26

Work to Achieve Self-Set Goals 3.43 3.97 -0.55

Take on Challenging Tasks 3.73 4.37 -0.64

Pursue a Standard of Excellence 3.85 4.76 -0.92

Take Moderate Risks 3.05 4.00 -0.95

Explore Alternatives Before Acting 3.41 4.47 -1.06

Think Ahead and Plan 3.58 4.73 -1.15

Work for the Sense of Accomplishment 3.34 4.50 -1.16






2-24

Constructive CultureStyle 12: Self-Actualizing


Resist Conformity 2.24 2.63 -0.39

Be Concerned About Their Own Growth 3.66 4.05 -0.40

Be Spontaneous 2.58 3.32 -0.73

Emphasize Quality Over Quantity 3.14 4.03 -0.88

Be Open About Self 2.63 3.63 -1.01

Think in Unique and Independent Ways 3.02 4.29 -1.27

Maintain Their Personal Integrity 3.48 4.87 -1.39

Enjoy Their Work 3.04 4.47 -1.43






2-25

Ideal CultureOrganizational Readiness for Change

To What Extent Items

All Respondents

To what extent would this type of culture… Mean Std. Deviation

…enable you to develop your capabilities and maximize your contributions 4.61 0.55

…enhance the quality of products/services offered by your organization 4.63 0.59

…require people like yourself to work more efficiently and effectively 4.68 0.47

…require members to develop better teamwork, communication, and interpersonal skills 4.71 0.46

…be consistent with the mission, philosophy, and/or "values" of the organization 4.49 0.69

…be practical and realistic for an organization in the same industry 4.13 0.93

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

Maximize yourContributions

Enhance theQuality ofProducts

Work MoreEfficiently

RequireTeamwork

Consistent withMission

Practical andRealistic

All Respondents

to a verygreat extent

not at all




2-26


To What Extent Items(Movement towards an Ideal Culture)

All Respondents

To what extent would movement towards this type of culture… Mean Std. Deviation

…be feasible and attainable in your organization 3.16 1.05

…be supported by top-level management 3.29 1.18

…be supported by middle management 3.58 0.95

…be supported by non-managerial personnel 3.92 0.91

…create uncertainty and tension for members 2.82 1.20

…increase your commitment to the organization 4.47 0.65

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

Feasible andAttainable

Supported byTop

Management

Supported byMiddle

Management

Supported byNon

Management

CreateUncertainty and

Tension

Increase yourCommitment

All Respondents


not at all



COMPLEMENTARY OUTCOMES (All Respondents)


3-1

Complementary Outcomes (All Respondents)

The Organizational Culture Inventory (OCI) includes complementary items that assess some of the outcomes of an organization’s culture. Data generated by these items provide initial insight as to whether culture change should be considered and in what direction such change should take place.

Complementary Outcomes Assessed by the OCI The complementary items assess 4 outcome areas: ♦ Role Clarity: The extent to which people receive clear messages regarding what is expected of

them. ♦ Role Conflict: The extent to which members receive inconsistent expectations from the

organization and are expected to do things that conflict with their own preferences. ♦ Employee Satisfaction: The extent to which members report positive appraisals of their work

situation. ♦ Quality of Service: The extent to which the organization has achieved service excellence with

respect to both internal and external clients/customers.

Interpreting Your Organization’s OCI Results for the Complementary Outcomes Your organization’s results along the complementary outcome items are organized into 5 subsections: ⇒ Gap Barchart of the Complementary Outcomes: This subsection allows you to see, at a glance, how well your organization scored along each of the complementary outcome items as compared to our Historical Averages for these measures. Specifically, we compared your organization’s score along each of the complementary outcome items (as derived by averaging the responses of all members within your organization) to our “Historical Averages.” The Historical Averages represent the mean item-level scores of members of over 700 organizational units. We calculated the numerical difference between your organization’s outcome item scores and our Historical Averages. The Gap Barchart presents these differences ranked from most positive (i.e., areas in which your organization is doing better than the average organization) to most negative (i.e., areas in which your organization is not doing as well as the average organization).



3-2

When reviewing this section, you will want to consider, overall, do your organization’s results tend to be above average, below average, at average, or fairly evenly split relative to the Historical Averages? Make a list of those results that are of concern to you. Then refer to the next subsection for an interpretation of these results. If your organization does not fall below average along any of the outcomes measured by the OCI, you should look ahead to the “Complementary Outcome Barcharts and Tables.” Specifically, examine these charts and tables in terms of whether your organization is scoring lower than it should along any of the items. Then refer to the “Implications of High and Low Scores on the Complementary Outcomes” for some initial ideas for facilitating positive change. ⇒ Implications of High and Low Scores on the Complementary Outcomes: This subsection provides concise interpretations of high (above average) and low (below average) scores within each of the outcome areas measured by the OCI. High scores are discussed in terms of their implications for other outcomes. Low scores are discussed in terms of their implications for changes in culture, structures, systems, processes, or practices. In reviewing this subsection, you will want to begin developing a list of actions that can be undertaken by your organization to improve its effectiveness. ⇒ Complementary Outcome Barcharts and Tables: This subsection allows you to take a more detailed look at your organization’s complementary outcome results as compared to our Historical Averages and Constructive Benchmarks. Barchart comparisons between your organization, the Historical Averages, and the Constructive Benchmarks are presented for each of the complementary outcome items. The item-level results for your organization, the Historical Averages, and the Constructive Benchmarks are also provided in tabular form. Your organization’s results are based on the average responses of all members who completed the OCI within your organization. The Historical Averages are based on the average responses of members from over 700 different organizational units. From this sample of over 700, approximately 120 organizational units were identified as having predominantly Constructive cultures based on their OCI results. Specifically, the cultures of these 120 units were all relatively strong in terms of Constructive cultural norms (above the 60th percentile) and were all relatively weak in terms of Passive/Defensive and Aggressive/Defensive cultural norms (below the 50th percentile). The average responses to the OCI complementary outcome items by members of these units were then computed to establish our “Constructive Benchmarks” for these items. Reviewing this subsection will provide you with a deeper understanding of your organization’s results along the outcome items. Based on the item results, you will be able to pinpoint where your organization is falling short (or, conversely, doing quite well) as compared to other organizations. ⇒ Correlations Between Your Organization’s Culture and the Complementary Outcomes: In this subsection the relationship between the complementary outcome items and the 12 cultural norms are summarized for your organization, allowing you to identify those cultural norms that are working for or against the outcomes that you are most concerned with.



3-3

The correlation results are summarized in tabular form. A plus sign (+) indicates a significant (at p<.05) positive correlation between the outcome and the cultural norm. For example, positive relationships between Humanistic (a cultural norm measured by the OCI) and “member satisfaction” (a complementary outcome item included in the OCI) indicate that the more that people within your organization believe they are expected to be Humanistic, the more satisfied they are. Conversely, the less that people within your organization believe they are expected to be Humanistic, the less satisfied they are. A double plus (++) indicates a highly significant relationship (at p<.01). A negative sign (-) indicates a significant (at p<.05) negative correlation between the outcome and the cultural norm. Thus, negative correlations between Humanistic and “inconsistent expectations” (a complementary outcome item included in the OCI) indicate that the more Humanistic people within your organization believe they are supposed to think and behave, the less frequently they receive inconsistent messages regarding what is expected. Conversely, the less Humanistic people within your organization believe they are expected to think and behave, the more frequently they receive inconsistent messages regarding what is expected. A double minus (--) indicates a highly significant relationship (at p<.01). A zero (0) indicates that there is no significant relationship between the outcome and the cultural norm within your organization. For example, zero correlations between Humanistic and “intention to stay” can imply that the level of Humanistic behavior expected within your organization does not have implications for members’ intentions to stay. However, zero (or non-significant) correlations can also be the result of a lack of variance in responses by members within your organization on either the cultural norm or the outcome (that is, if members had very similar scores on either the cultural norm or the outcome measures, then it is unlikely that a correlation would come out as significant). Non-significant correlations can also be due to small sample sizes. Subsequently, non-significant or “0” correlations should be interpreted with care. When reviewing the correlation table, you will want to identify which cultural norms are most strongly related to the outcomes in need of improvement. Then, refer back to your organization’s cultural gaps and, based on the correlation results, pinpoint which of these gaps are your most critical targets for change. ⇒ Comparative Profiles: This subsection provides a visual illustration of the impact of your organization’s culture on the 3 main outcome areas assessed by the complementary items. Specifically, OCI profiles were constructed that compare the culture described by the people who scored in the top 15 percent in a particular outcome area (“High”) to the culture described by the people who scored in the bottom 15 percent in that same outcome area (“Low”).

COMPLEMENTARY OUTCOMES(All Respondents)

3-4



Gap Barchart of the Complementary Outcome Items

-0.60

-0.40

-0.20

0.00

0.20

0.40

0.60

Custom

ers Feel G

oodabout S

ervice

Intention to Stay

Changing needs of

Custom

ers

Satisfied

Clear R

oles

Repeat B

usiness

Recom

mend O

rganizationto C

ustomers

(Inconsistent Roles)

Recom

mend O

rganization

(Think D

ifferently)

'Fit In'

Superior C

ustomer S

ervice

Positive Gap

Negative Gap



3-5

Implications of High and Low Scores on the Complementary Outcomes Role Clarity High scores along these measures are positive and are associated with:

♦ significant effort by members to attain personal and organizational goals; ♦ effective teamwork and coordination; and ♦ relatively low levels of stress reported by members.

Low scores along these measures are negative and can indicate the need for: ♦ more explicit job descriptions; ♦ establishing goals with greater specificity and clarity; and ♦ better recognition for goal attainment.

Role Conflict High scores along these measures are negative and are associated with inefficient personal efforts, mistakes, and psychological symptoms of strain. Potential remedies include:

♦ cultural change programs, ♦ conflict resolution interventions, and ♦ individual stress management programs.

Low scores along these measures are positive and are associated with: ♦ achievement-oriented (rather than avoidance-oriented) behaviors, ♦ individual health and well-being, and ♦ lower rates of accidents and mistakes.

Quality of Service High scores along these service quality measures have been shown, in various studies, to be associated with other measures of organizational performance including:

♦ sales growth, ♦ sales per square foot of selling space, and ♦ external evaluations of service quality.

Low scores along these measures indicate the need for: ♦ the establishment of service-oriented procedures and norms; ♦ evaluation and possible re-engineering of core processes; ♦ customer-service training for employees and managers; and ♦ the revision of reward systems (to reinforce goal attainment rather than passivity).



3-6

Satisfaction High scores along these measures are positive and are associated with:

♦ commitment and loyalty to the organization; ♦ a propensity to do what is needed and correct problems facing the organization; ♦ effective teamwork and coordination; and ♦ relatively low levels of employee tardiness and turnover.

Low scores along these measures are negative and can indicate the need for: ♦ changes to create a more constructive and people-oriented culture; ♦ programs to promote more effective interpersonal relations; ♦ selection procedures that more effectively take into account the “fit” between the applicant

and the job as well as the “fit” between the applicant and the organization; and ♦ task and job analyses to identify required competencies and resources; and/or

job redesign interventions.


3-7

To What Extent Items(Role Clarity and Role Conflict)

All Respondents

To what extent…

To what extent... Mean Std. Deviation

...do you clearly know what is expected of you as a member of this organization 3.71 0.85

…do you feel you comfortably "fit in" as a member of this organization 3.31 1.06

(…do you receive inconsistent messages regarding what is expected) 2.60 1.13

(…does your job require you to think differently than would otherwise be the case) 2.67 1.11

(Items in parentheses) are reversed wordedi.e., higher scores are more negative

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

Clear Roles 'Fit In' (Inconsistent Roles) (Think Differently)

All Respondents Historical Average Constructive Benchmark


not at all




3-8

To What Extent Items(Quality of Service)

All Respondents

To what extent… Mean Std. Deviation

…would you personally go out of your way to make sure that a customer/client 4.51 0.77

feels good about the service you've provided

…does the organization respond effectively to the changing needs of its customers 3.36 0.91

…do you believe the organization will get repeat business from its present customers 3.82 0.76

…does your organization have a reputation for superior customer service 3.23 0.97

…would you recommend this organization to potential customers/clients seeking 3.70 0.88

the products or services it offers

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

Customers FeelGood about Service

Changing needs ofCustomers

Repeat Business Superior CustomerService

RecommendOrganization to

Customers



not at all




3-9

To What Extent Items(Employee Satisfaction)

All Respondents


…are you satisfied being a member of this organization 3.46 0.92

…do you expect to be with this organization two years from now 3.45 1.06

…would you recommend this organization as a good place to work 3.30 1.07

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

Satisfied Intention to Stay Recommend Organization



not at all




3-10

Complementary Outcomes Humanistic Affiliative Achievement Self-Actualizing

Role Clarity and Role ConflictClear Roles ++ ++ ++ ++'Fit In' ++ ++ ++ ++(Inconsistent Roles) -- -- -- --(Think Differently) -- -- -- --

Quality of ServiceCustomers Feel Good about Service ++ ++ ++ ++Changing needs of Customers ++ ++ ++ ++Repeat Business ++ ++ ++ ++Superior Customer Service ++ ++ ++ ++Recommend Organization to Customers ++ ++ ++ ++

Employee SatisfactionSatisfied ++ ++ ++ ++Intention to Stay ++ ++ ++ ++Recommend Organization as a Good Place to Work ++ ++ ++ ++

+ Significant Positive Correlation (at the .05 level)++ Significant Positive Correlation (at the .01 level)

- Significant Negative Correlation (at the .05 level)-- Significant Negative Correlation (at the .01 level)

0 No Significant Correlation

Correlations beween your Organization's Culture and Outcomes




3-11

Complementary Outcomes Approval Conventional Dependent Avoidance

Role Clarity and Role ConflictClear Roles -- -- -- --'Fit In' -- -- -- --(Inconsistent Roles) ++ ++ ++ ++(Think Differently) ++ ++ ++ ++

Quality of ServiceCustomers Feel Good about Service 0 -- -- --Changing needs of Customers 0 - -- --Repeat Business -- 0 -- --Superior Customer Service -- ++ -- --Recommend Organization to Customers -- 0 -- --

Employee SatisfactionSatisfied -- -- -- --Intention to Stay -- -- -- --Recommend Organization as a Good Place to Work -- -- -- --








3-12

Complementary Outcomes Oppositional Power Competitive Perfectionistic

Role Clarity and Role ConflictClear Roles - - -- --'Fit In' -- -- -- --(Inconsistent Roles) ++ ++ ++ ++(Think Differently) ++ ++ ++ ++

Quality of ServiceCustomers Feel Good about Service - -- -- --Changing needs of Customers 0 -- 0 0Repeat Business -- -- -- --Superior Customer Service -- -- 0 0Recommend Organization to Customers 0 -- -- 0

Employee SatisfactionSatisfied -- -- -- --Intention to Stay -- -- -- --Recommend Organization as a Good Place to Work -- -- -- --







COMPLEMENTARY OUTCOMES 3-13 (All Respondents)


Comparative Profiles

Role Conflict -- Low (Bottom 15%)

Role Conflict -- High (Top 15%)




Quality of Service -- High (Top 15%)

Quality of Service – Low (Bottom 15%)




Employee Satisfaction -- High (Top 15%)

Employee Satisfaction -- Low (Bottom 15%)

CULTURE (Subgroups)


4-1

Culture (Subgroups)

This section of the report includes the results for the cultural norms measured by the OCI broken down by the key subgroups identified by your organization. Combined with the information provided in the other sections of this report, these results will enable you to determine whether:

♦ subcultures exist within your organization; and ♦ additional cultural change efforts (beyond those outlined for the organization as a whole)

need to be undertaken at the subgroup level. Detailed descriptions of the cultural norms measured by the OCI, guidelines in reading and interpreting OCI profiles, and your organization’s current and ideal culture profiles are included in the “Culture (All Respondents)” section of this report.

Interpreting Your Subgroup’s OCI Results The OCI results reported in this section describe cultural norms of particular subgroups in terms of the extent to which certain behaviors and “personal styles” are expected (i.e., the current culture). These results are reported on the OCI circumplex as well as in tabular form. The OCI circumplex converts your subgroup’s unadjusted (or “raw”) scores along the 12 cultural norms to percentile scores that provide a more realistic picture of the culture. In interpreting your subgroup’s current culture profile, you will want to identify the direction of the culture (i.e., the cultural norms that describe the way in which subgroup members are encouraged to think and behave). The direction of your subgroup’s culture may be discerned by identification of the primary and secondary styles. The primary style is the most extended cultural norm in your profile and describes the way in which members of your subgroup are predominantly encouraged to think and behave. The secondary style is the second most extended cultural norm in your profile and typically works with the primary style or is expected when the behaviors included in the primary style cannot be enacted. The table corresponding to your subgroup’s OCI results includes your subgroup’s percentile scores as well as the raw scores for each of the 12 cultural norms. Differences between the scores of your subgroup along the 12 cultural norms measured by the OCI and those of the other subgroups provide an indication of whether or not your subgroup has its own subculture. Subcultures are reflected in OCI results that are significantly different from those of the rest of the organization. A subculture can be characterized by norms that are in opposition to those of the rest of the organization (“counter-culture”) or it can be characterized by complementary or extreme levels of particular norms and expectations. When the entire population (or a very large percentage) of an organization has been surveyed regarding the culture, any differences between a subgroup’s raw scores and those of the other subgroups are significant and indicate the existence of subcultures. However, when only a sample of members are surveyed regarding the culture, a statistical test may be used to estimate the likelihood that any differences that are observed are significant (rather than due to chance or sampling error). The significance of the difference between your subgroup’s raw scores for each of

CULTURE (Subgroups)


4-2

the 12 cultural norms and those of the rest of the subgroups were tested using a Student t-test. Raw scores that are statistically significantly different from those of the other subgroups are indicated by asterisks (*). The more asterisks next to the raw score, the higher the level of statistical significance. In addition to the raw scores and percentile scores, the tables included in this section report the standard deviations of the responses around the raw scores. The standard deviations provide you with an indication of the intensity or amount of agreement among respondents regarding the extent to which particular norms are predominant within your subgroup. The interpretive comments regarding the intensity of your subgroup’s culture (e.g., strong, moderate, weak) are based on comparisons to the distribution of standard deviations reported by over 700 other organizational units in which the OCI was administered. In interpreting the current culture of your subgroup, consider both direction and intensity. Direction tells you what is (and is not) expected; intensity tells you how widely shared these expectations are within your subgroup. Determine whether your subgroup’s culture is a subculture or a reflection of the larger organizational culture. Compare your subgroup’s culture profile to the ideal culture profile for your organization (included in the “Culture (All Respondents)” section of this report) and, if the data were collected, to the ideal culture profile for your subgroup (which would be included in this section). List any gaps between your subgroup’s current culture and the ideal culture. Then, turn to the correlation results summarizing the relationship between the 12 cultural norms and the complementary outcome items included in OCI (included in the “Complementary Outcome Items (Subgroups)” section) to determine which cultural gaps are most critical in terms of improving along the outcomes targeted by your organization.

CULTURE: (Subgroups)


4-3

Current Culture Accounting & Finance

N=42



Primary Style is Perfectionistic People are expected to: • Persist, Endure • Keep on Top of Everything • Appear Competent and Independent

Secondary Style is Competitive People are expected to: • Be a "Winner" • Be Seen and Noticed • Out-Perform Their Peers

CULTURE(Subgroups)

4-4

Current CultureAccounting & Finance

N=42

Constructive Styles Percentile Raw Std. Intensity SignificantScore Score Deviation (Based on SD) Differences

Humanistic 64.00% 29.00 5.33 Average **

Affiliative 12.00% 26.17 4.31 Strong

Achievement 75.00% 30.17 4.45 Strong **

Self-Actualizing 56.00% 26.00 2.45 Very Strong ***

Passive/Defensive Percentile Raw Std. Intensity SignificantStyles Score Score Deviation (Based on SD) Differences

Approval 47.00% 21.17 2.64 Very Strong ***

Conventional 52.00% 23.83 7.14 Weak *

Dependent 34.00% 23.67 7.26 Very Weak


Aggressive/Defensive Percentile Raw Std. Intensity SignificantStyles Score Score Deviation (Based on SD) Differences

Oppositional 78.00% 19.33 3.93 Average *

Power 93.00% 25.33 6.71 Weak


Perfectionistic 96.00% 29.67 6.89 Weak ***

Raw scores that are statistically different from the raw scores for the rest of the organizationare indicated by asterisks (*p<.05; **p<.01; ***p<.001).





4-5

Ideal Culture Accounting & Finance

N=42



Primary Style is Humanistic Ideally, people should be expected to: • Give Positive Rewards to Others • Encourage Others • Help Others to Grow and Develop

Secondary Style is Self-Actualizing Ideally, people should be expected to: • Maintain Their Personal Integrity • Emphasize Quality Over Quantity • Enjoy Their Work

CULTURE(Subgroups)

4-6

Ideal CultureAccounting & Finance

N=42







Approval 19.00% 18.17 2.99 Very Strong

Conventional 24.00% 20.83 3.54 Very Strong




Oppositional 66.00% 18.00 3.79 Strong

Power 52.00% 19.50 2.43 Very Strong

Competitive 67.00% 19.83 5.56 Average




CULTURE(Subgroups)

4-7



Accounting & Finance








1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00




RequireTeamwork





not at all



CULTURE(Subgroups)

4-8











1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00


Supported by TopManagement

Supported byMiddle

Management

Supported byNon Management


Tension




not at all





4-9

Current Culture Engineering & Design

N=35



Primary Style is Oppositional People are expected to: • Look for Mistakes • Point Out Flaws • Question Decisions Made by Others

Secondary Style is Avoidance People are expected to: • Push Decisions Upward • Take Few Chances • Never be the one Blamed for

Problems

CULTURE(Subgroups)

4-10

Current CultureEngineering & Design

N=35



Affiliative 13.00% 26.40 5.77 Average

Achievement 33.00% 26.00 6.44 Weak



Approval 78.00% 24.00 5.00 Average


Dependent 51.00% 25.20 6.26 Weak

Avoidance 96.00% 23.40 6.69 Weak *


Oppositional 96.00% 22.80 5.93 Weak **

Power 94.00% 25.80 6.46 Weak


Perfectionistic 84.00% 26.60 5.03 Average






4-11

Ideal Culture Engineering & Design

N=35



Primary Style is Humanistic Ideally, people should be expected to: • Resolve Conflicts Constructively • Encourage Others • Be Supportive of Others

Secondary Style is Achievement Ideally, people should be expected to: • Think Ahead and Plan • Pursue a Standard of Excellence • Explore Alternatives Before Acting

CULTURE(Subgroups)

4-12

Ideal CultureEngineering & Design

N=35













Power 64.00% 20.40 5.32 Average


Perfectionistic 46.00% 23.00 5.34 Average



CULTURE(Subgroups)

4-13



Engineering & Design








1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00




RequireTeamwork





not at all



CULTURE(Subgroups)

4-14











1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00


Supported byTop

Management

Supported byMiddle

Management

Supported byNon

Management


Tension




not at all





4-15

Current Culture Production & Planning

N=154



Primary Style is Competitive People are expected to: • Be a "Winner" • Out-Perform Their Peers • Maintain an Image of Superiority

Secondary Style is Oppositional People are expected to: • Look for Mistakes • Point Out Flaws • Question Decisions Made by Others

CULTURE(Subgroups)

4-16

Current CultureProduction & Planning

N=154



Affiliative 17.00% 27.27 6.14 Weak *




Approval 78.00% 23.95 5.75 Average



Avoidance 85.00% 20.14 7.81 Very Weak


Oppositional 93.00% 21.55 4.36 Average *

Power 90.00% 24.14 5.78 Average

Competitive 95.00% 25.90 6.33 Weak *







4-17

Current Culture Information Systems

N=49



Primary Style is Avoidance People are expected to: • Make "Popular" Rather than

Necessary Decisions • Push Decisions Upward • Never be the one Blamed for

Problems

Secondary Style is Competitive People are expected to: • Be Seen and Noticed • Out-Perform Their Peers • Be a "Winner"

CULTURE(Subgroups)

4-18

Current CultureInformation Systems

N=49



Affiliative 5.00% 24.14 4.78 Strong *

Achievement 19.00% 24.71 3.64 Strong ***

Self-Actualizing 15.00% 22.00 3.27 Very Strong ***




Dependent 55.00% 25.57 3.74 Strong

Avoidance 91.00% 21.14 4.34 Strong



Power 81.00% 22.57 6.55 Weak


Perfectionistic 78.00% 25.86 7.36 Very Weak






4-19

Ideal Culture Information Systems

N=56



Primary Style is Humanistic Ideally, people should be expected to: • Encourage Others • Resolve Conflicts Constructively • Be Supportive of Others

Secondary Style is Self-Actualizing Ideally, people should be expected to: • Maintain Their Personal Integrity • Enjoy Their Work • Emphasize Quality Over Quantity

CULTURE(Subgroups)

4-20

Ideal CultureInformation Systems

N=56














Competitive 21.00% 14.63 3.16 Very Strong

Perfectionistic 15.00% 20.00 2.27 Very Strong



CULTURE(Subgroups)

4-21



Information Systems








1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00




RequireTeamwork



Information Systems


not at all



CULTURE(Subgroups)

4-22



Information Systems








1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00


Supported byTop

Management

Supported byMiddle

Management

Supported byNon

Management


Tension


Information Systems


not at all





4-23

Current Culture Marketing

N=28



Primary Style is Power People are expected to: • Act Forceful • Use the Authority of Their Position • Personally Run Everything

Secondary Style is Competitive People are expected to: • Be a "Winner" • Be Seen and Noticed • Maintain an Image of Superiority

CULTURE(Subgroups)

4-24

Current CultureMarketing

N=28


Humanistic 61.00% 28.75 7.32 Weak *



Self-Actualizing 52.00% 25.75 3.10 Very Strong *



Conventional 29.00% 21.50 9.11 Very Weak **


Avoidance 84.00% 20.00 10.30 Very Weak



Power 89.00% 24.00 7.53 Weak

Competitive 88.00% 23.25 8.77 Very Weak







4-25

Ideal Culture Marketing

N=28



Primary Style is Humanistic Ideally, people should be expected to: • Help Others Think for Themselves • Encourage Others • Help Others to Grow and Develop

Secondary Style is Self-Actualizing Ideally, people should be expected to: • Maintain Their Personal Integrity • Enjoy Their Work • Think in Unique and Independent

Ways

CULTURE(Subgroups)

4-26

Ideal CultureMarketing

N=28







Approval 13.00% 17.50 6.35 Weak

Conventional 4.00% 15.25 6.40 Weak


Avoidance 5.00% 11.50 4.36 Average



Power 31.00% 17.50 5.92 Average





CULTURE(Subgroups)

4-27



Marketing








1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00




RequireTeamwork



Marketing


not at all



CULTURE(Subgroups)

4-28



Marketing








1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00


Supported byTop

Management

Supported byMiddle

Management

Supported byNon

Management


Tension


Marketing


not at all





4-29

Current Culture Product Sales

N=161



Primary Style is Oppositional People are expected to: • Look for Mistakes • Point Out Flaws • Question Decisions Made by Others

Secondary Style is Competitive People are expected to: • Out-Perform Their Peers • Be a "Winner" • Be Seen and Noticed

CULTURE(Subgroups)

4-30

Current CultureProduct Sales

N=161



Affiliative 16.00% 27.04 6.26 Weak

Achievement 58.00% 28.70 5.50 Average **

Self-Actualizing 29.00% 23.96 4.48 Strong


Approval 52.00% 21.65 4.77 Strong ***

Conventional 70.00% 25.43 6.46 Weak


Avoidance 81.00% 19.52 6.85 Weak *


Oppositional 90.00% 20.83 5.57 Weak

Power 84.00% 23.10 5.76 Average *

Competitive 90.00% 23.70 6.96 Weak *

Perfectionistic 65.00% 24.57 4.70 Average **






4-31

Current Culture Order Processing

N=77



Primary Style is Competitive People are expected to: • Be a "Winner" • Be Seen and Noticed • Out-Perform Their Peers

Secondary Style is Power People are expected to: • Play "Politics" to Gain Influence • Act Forceful • Be Hard, Tough

CULTURE(Subgroups)

4-32

Current CultureOrder Processing

N=77



Affiliative 21.00% 27.80 6.66 Weak *


Self-Actualizing 36.00% 24.67 4.24 Strong


Approval 90.00% 25.73 3.41 Very Strong ***


Dependent 72.00% 27.18 2.99 Very Strong ***

Avoidance 93.00% 22.09 6.70 Weak *



Power 94.00% 25.82 5.55 Average **

Competitive 96.00% 27.18 2.14 Very Strong ***

Perfectionistic 86.00% 26.91 4.48 Strong *






4-33

Ideal Culture Order Processing

N=77



Primary Style is Humanistic Ideally, people should be expected to: • Help Others to Grow and Develop • Encourage Others • Resolve Conflicts Constructively

Secondary Style is Achievement Ideally, people should be expected to: • Pursue a Standard of Excellence • Think Ahead and Plan • Work for the Sense of

Accomplishment

CULTURE(Subgroups)

4-34

Ideal CultureOrder Processing

N=77


















CULTURE(Subgroups)

4-35



Order Processing








1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00




RequireTeamwork



Order Processing


not at all



CULTURE(Subgroups)

4-36



Order Processing








1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00


Supported byTop

Management

Supported byMiddle

Management

Supported byNon

Management


Tension


Order Processing


not at all





4-37

Current Culture Customer Support

N=28



Primary Style is Competitive People are expected to: • Be Seen and Noticed • Out-Perform Their Peers • Be a "Winner"

Secondary Style is Power People are expected to: • Use the Authority of Their Position • Stay on the Offensive • Play "Politics" to Gain Influence

CULTURE(Subgroups)

4-38

Current CultureCustomer Support

N=28


Humanistic 66.00% 29.25 6.40 Weak **

Affiliative 34.00% 29.25 3.40 Very Strong ***


Self-Actualizing 23.00% 23.25 6.60 Weak


Approval 86.00% 25.00 5.83 Weak



Avoidance 81.00% 19.50 4.73 Average


Oppositional 54.00% 17.25 2.22 Very Strong ***

Power 90.00% 24.25 8.06 Weak


Perfectionistic 87.00% 27.00 7.75 Very Weak






4-39

Ideal Culture Customer Support

N=28



Primary Style is Humanistic Ideally, people should be expected to: • Encourage Others • Involve Others in Decisions Affecting

Them • Resolve Conflicts Constructively

Secondary Style is Achievement Ideally, people should be expected to: • Pursue a Standard of Excellence • Work for the Sense of

Accomplishment • Explore Alternatives Before Acting

CULTURE(Subgroups)

4-40

Ideal CultureCustomer Support

N=28


















CULTURE(Subgroups)

4-41



Customer Support








1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00




RequireTeamwork



Customer Support


not at all



CULTURE(Subgroups)

4-42



Customer Support








1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00


Supported byTop

Management

Supported byMiddle

Management

Supported byNon

Management


Tension


Customer Support


not at all





4-43

Current Culture Packaging & Shipping

N=161



Primary Style is Avoidance People are expected to: • Push Decisions Upward • Never be the one Blamed for

Problems • Make "Popular" Rather than

Necessary Decisions

Secondary Style is Oppositional People are expected to: • Look for Mistakes • Question Decisions Made by Others • Point Out Flaws

CULTURE(Subgroups)

4-44

Current CulturePackaging & Shipping

N=161


Humanistic 22.00% 24.19 5.86 Average ***

Affiliative 5.00% 23.74 7.49 Weak ***

Achievement 36.00% 26.65 5.48 Average *

Self-Actualizing 19.00% 22.65 5.30 Average **




Dependent 59.00% 25.91 6.36 Weak



Oppositional 91.00% 21.09 5.12 Weak

Power 89.00% 24.13 7.71 Weak






COMPLEMENTARY OUTCOMES (Subgroups)


5-1

Complementary Outcomes(Subgroups)

This section includes the results for the complementary outcome items included in the OCI broken down by the key subgroups identified by your organization. In conjunction with the comparison between your subgroup’s current culture profile and the organization’s ideal culture profile, the information provided in this section will enable you to determine whether changes are warranted for your subgroup and the direction in which such changes should take place.

Interpreting Your Subgroup’s OCI Results for the Complementary Outcomes The “Complementary Outcomes (All Respondents)” section of this report includes detailed descriptions of the outcomes measured by the OCI as well as the implications of high and low scores. You may want to refer back to these descriptions as you review the subgroup results. Included in this section are barcharts and tables that allow you to compare your subgroup’s results along the outcome items to the results of other subgroups, the results of your organization, our Historical Averages, and our Constructive Benchmarks. The Historical Averages are based on the average scores of over 700 organizational units along the OCI complementary outcomes. The Constructive Benchmarks are based on the average scores of approximately 120 organizational units with relatively strong Constructive (above the 60th percentile) and relatively weak Passive/Defensive and Aggressive/Defensive (below the 50th percentile) cultural norms. The barcharts provide a visual comparison of the average (mean) outcome scores for the different subgroups, your organization, the Historical Average sample, and the Constructive Benchmark sample at the scale level. The tables also summarize the results for the outcome items. As you review the outcome results for your subgroup, list out any outcomes along which your subgroup needs to make improvements. The item-level results included in the tables will provide you with a more detailed understanding of the direction(s) along which your subgroup could improve.

COMPLEMENTARY OUTCOMES(Subgroups)

5-2



To what extent…







1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00


Accounting & Finance All Respondents Historical Average Constructive Benchmark


not at all




5-3











1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00





Customers



not at all




5-4







1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00




not at all




5-5



To what extent…







1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00


Engineering & Design All Respondents Historical Average Constructive Benchmark


not at all




5-6











1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00





Customers



not at all




5-7







1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00




not at all




5-8


Production & Planning

To what extent…







1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00


Production & Planning All Respondents Historical Average Constructive Benchmark


not at all




5-9











1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00





Customers



not at all




5-10







1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00




not at all




5-11


Information Systems

To what extent…







1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00


Information Systems All Respondents Historical Average Constructive Benchmark


not at all




5-12


Information Systems









1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00





Customers



not at all




5-13


Information Systems





1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00




not at all




5-14


Marketing

To what extent…







1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00


Marketing All Respondents Historical Average Constructive Benchmark


not at all




5-15


Marketing









1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00





Customers



not at all




5-16


Marketing





1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00




not at all




5-17


Product Sales

To what extent…







1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00


Product Sales All Respondents Historical Average Constructive Benchmark


not at all




5-18


Product Sales









1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00





Customers



not at all




5-19


Product Sales





1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00




not at all




5-20


Order Processing

To what extent…







1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00


Order Processing All Respondents Historical Average Constructive Benchmark


not at all




5-21


Order Processing









1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00





Customers



not at all




5-22


Order Processing





1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00




not at all




5-23


Customer Support

To what extent…







1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00


Customer Support All Respondents Historical Average Constructive Benchmark


not at all




5-24


Customer Support









1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00





Customers



not at all




5-25


Customer Support





1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00




not at all




5-26


Packaging & Shipping

To what extent…







1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00


Packaging & Shipping All Respondents Historical Average Constructive Benchmark


not at all




5-27











1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00





Customers



not at all




5-28







1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00




not at all



APPENDICES(Demographics)

A-1

Subgroup Name Frequency PercentageAccounting & Finance 42 5.71%Engineering & Design 35 4.76%Production & Planning 154 20.95%Information Systems 49 6.67%Marketing 28 3.81%Product Sales 161 21.90%Order Processing 77 10.48%Customer Support 28 3.81%Packaging & Shipping 161 21.90%prefer not to respond/missing 0 0.00%Organizational Level Frequency PercentageNon-Management 98 13.33%Line Management 224 30.48%Middle Management 175 23.81%Senior Management 49 6.67%Executive/Senior Vice President 14 1.90%CEO/President 0 0.00%Owner 0 0.00%prefer not to respond/missing 175 23.81%Years with Organization Frequency PercentageLess than 6 months 7 0.95%6 months to 1 year 42 5.71%1 to 2 years 49 6.67%2 to 4 years 119 16.19%4 to 6 years 35 4.76%6 to 10 years 133 18.10%10 to 15 years 91 12.38%More than 15 years 105 14.29%prefer not to respond/missing 154 20.95%Gender Frequency PercentageFemale 133 18.10%Male 441 60.00%prefer not to respond/missing 161 21.90%Ethnic Frequency PercentageAsian 21 2.86%Black or African American 35 4.76%Hispanic 14 1.90%White/Caucasian 434 59.05%Other 0 0.00%prefer not to respond/missing 231 31.43%Education Frequency PercentageHigh School 14 1.90%Some College 154 20.95%Associate's/Technical Degree 49 6.67%Bachelor's Degree 210 28.57%Some Graduate Work 63 8.57%Master's Degree 105 14.29%Doctoral Degree 0 0.00%Other 0 0.00%prefer not to respond/missing 140 19.05%

Human Synergistics/Center for Applied Research, Inc.Copyright © 1997. All Rights Reserved.


This report was prepared exclusively for the use of Sample, Inc.

All material contained herein are Copyright © 1998 by Human Synergistics/Center for Applied Research, Inc.

216 Campus Drive, Arlington Heights IL 60004 phone: (847) 590-0995 fax: (847) 590-0997

e-mail: [email protected]; http://www.hscar.com All Rights Reserved

Human Synergistics, Inc. is committed to designing, developing, and producing quality human- and organizational-development materials, programs, and processes that focus on achieving the highest level of client satisfaction, producing measurable results, and encouraging autonomy in their application by client organizations. Human Synergistics has offices in Michigan, Illinois, Canada, Australia, Finland, New Zealand, England and Ireland.

human synergistics/center for applied research, inc.

Human Synergistics/Center for Applied Research, Inc. 1 Copyright 1997. All Rights Reserved.

Planning for Cultural Change

Results to be

Attained

Listed below are the complementary outcome measures included in the OCI. Descriptions of these measures and your organization’s results are provided in the “Complementary Outcomes (All Respondents)” section of the OCI Feedback Report. Using the information contained in the “Outcomes” section as well as your own observations, work through the following steps to determine the results to be attained from cultural change efforts initiated within your organization. Step 1: Review the “Gap Barchart for the Complementary Out-comes.” Using the list below, check off those items along which your organization fell below benchmark levels (that is, check off those outcomes that have a “negative gap”). Role Conflict ___Comfortably “fit in” ___(Receive inconsistent messages regarding expectations) ___(Required to think differently) Employee Satisfaction ___Satisfied being a member ___Expect to be with organization 2 years from now ___Recommend organization as good place to work

Role Clarity ___Clearly know what is expected Quality of Service ___Customers feel good about service ___Responsive to changing needs of customers ___Get repeat business ___Reputation for superior customer service ___Recommend organization to potential customers/clients

Step 2: Review the “Implications of High and Low Scores” for those outcomes along which your organization scored below benchmark levels. Based on what you have read, identify 3 out-comes that are most in need of improvement within your organiza-tion. These will be your targeted outcomes for improvement. Targeted Outcome 1:_____________________________ Targeted Outcome 2:_____________________________ Targeted Outcome 3:_____________________________


Step 3: Review the “Complementary Outcome Barcharts and Tables.” Based on the item-level results (provided in the tables), describe your organization’s goals for improvement for each of your targeted outcomes. (For example, if “members clearly know what is expected” is an outcome targeted for improvement, specify the behaviors and results that would indicate improved role clarity.) Goals for Targeted Outcome 1:__________________________ ____________________________________________________ ____________________________________________________ Goals for Targeted Outcome 2:__________________________ ____________________________________________________ ____________________________________________________ Goals for Targeted Outcome 3:__________________________ ____________________________________________________ ____________________________________________________ Step 4: List any outcomes not measured by the OCI that your organization also needs to target for change and improvement. Define the goals for improvement for each of these outcomes. Additional Targeted Outcome:___________________________ Goals for Improvement:_________________________________ _____________________________________________________ _____________________________________________________ Additional Targeted Outcome:___________________________ Goals for Improvement:_________________________________ _____________________________________________________ _____________________________________________________ Additional Targeted Outcome:___________________________ Goals for Improvement:_________________________________ _____________________________________________________ _____________________________________________________


Cultural Targets

Descriptions of the cultural norms measured by the OCI and your organization’s OCI results are provided in the “Culture (All Respondents)” section of the OCI Feedback Report. Using the information provided in the “Culture” section, identify which aspects of your organization’s culture need to be changed in order for your organization to attain desired results along outcomes. Step 1: Review your organization’s current and ideal OCI profiles. Which 2 cultural norms have the greatest direction (i.e., are most extended from the center of the circumplex) in the current and ideal profiles? Which 2 cultural norms have the least direction (i.e., are least extended from the center of the circumplex) in the current and ideal profiles? Referring to the statistical tables that correspond to the culture profiles, what are the intensities (or amount of agreement among respondents) of the norms that you identified?

Most Extended Cultural Norms:

Current Profile Norm:_______________ Intensity:_____________ Norm:_______________ Intensity:_____________

Ideal Profile Norm:_______________ Intensity:_____________ Norm:_______________ Intensity:_____________

Least Extended Cultural Norms:

Current Profile Norm:_______________ Intensity:_____________ Norm:_______________ Intensity:_____________

Ideal Profile Norm:_______________ Intensity:_____________ Norm:_______________ Intensity:_____________

Step 2: Along which 2 cultural norms do you see the greatest gaps between current and ideal?

Culture Gaps:

____________________ ____________________


Step 3: Review the “Correlations between Your Organization’s Culture and the Complementary Outcomes,” included in the “Complementary Outcomes” section of the report. Which 2 cultural norms are most strongly related to the outcomes targeted for improvement — the strongest norms in the Ideal profile, the weakest norms in the Current profile, or the norms with the greatest gaps between Current and Ideal? These will be your cultural targets for change. Then, referring to the “OCI Item and Gap Analyses,” define your cultural change goals for each of your cultural targets in terms of the specific expectations for behavior that need to be increased or decreased within your organization. Cultural Target 1:______________________________________ Goals for Cultural Change:______________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ Cultural Target 2:______________________________________ Goals for Cultural Change:______________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________


Readiness for

Change

Your organization’s results with respect to its readiness for change are presented in the “Culture (All Respondents)” section of the OCI Feedback Report. Use the readiness for change information to anticipate sources of resistance to and support for cultural change efforts. Step 1: Based on your organization’s readiness for change results, where within your organization do you anticipate the greatest sources of resistance to cultural change? Where do you anticipate the greatest sources of support?

Sources of resistance to change likely include…

Sources of support for change likely include…

Step 2: Based on the results regarding anticipated effects of cultural change as well as your own observations, what are the fears or concerns behind the sources of resistance? The fears or concerns that will need to be addressed in order to facilitate successful cultural change include… Step 3: How can your organization overcome these sources of resistance to cultural change? We can overcome these sources of resistance by… Step 4: How can the likely sources of support for cultural change be used to facilitate the change effort? Sources of support can facilitate the change effort by…


Levers for

Cultural Change

At this point, you will want to identify the internal systems, processes, practices, and structures that need to be modified or reengineered to help you meet your cultural targets. Ideas regarding the possible levers that you can use to change your organization’s culture may be found in the Executive Summary (“Implications for Culture Change”), in the “Introduction” section of the report (see the “Theoretical Model”), and in the “Complementary Outcomes” section of the report (“Implications of High and Low Scores on the Complementary Outcomes”). Think about the various factors at the member/job, manager/unit, and organizational levels that have an impact on or influence employees’ behavior within your organization. What could be done differently at each level in order to better reinforce the behaviors that are consistent with your cultural targets? Step 1: Starting with the organizational level, what could be done differently to better reinforce or encourage the behaviors that are consistent with your cultural targets? Organizational Level Lever 1:____________________ Changes to be made:___________________________ _____________________________________________ _____________________________________________ _____________________________________________ Organizational Level Lever 2:____________________ Changes to be made:___________________________ _____________________________________________ _____________________________________________ _____________________________________________ Organizational Level Lever 3:____________________ Changes to be made:___________________________ _____________________________________________ _____________________________________________ _____________________________________________


Step 2: At the manager or unit level, what could be done differently to better reinforce or encourage the behaviors that are consistent with your cultural targets? Manager/Unit Level Lever 1:_____________________ Changes to be made:___________________________ _____________________________________________ _____________________________________________ _____________________________________________ Manager/Unit Level Lever 2:_____________________ Changes to be made:___________________________ _____________________________________________ _____________________________________________ _____________________________________________ Manager/Unit Level Lever 3:_____________________ Changes to be made:___________________________ _____________________________________________ _____________________________________________ _____________________________________________ Step 3: Finally, what could be done differently at the member/job level to better reinforce or encourage the behaviors that are consistent with your cultural targets? Member/Job Level Lever 1:______________________ Changes to be made:___________________________ _____________________________________________ _____________________________________________ _____________________________________________ Member/Job Level Lever 2:______________________ Changes to be made:___________________________ _____________________________________________ _____________________________________________ _____________________________________________


Member/Job Level Lever 3:______________________ Changes to be made:___________________________ _____________________________________________ _____________________________________________ _____________________________________________

organizational culture inventory detailed report

Documents