the organizational culture assessment instrument
TRANSCRIPT
The Organizational Culture Assessment Instrument (OCAI)(Cameron, K. & Quinn, R., 2006)
The OCAI consists of 6 items. Each item has four alternatives. Divide 100 points among these four alternatives, depending on the extent to which each alternative is similar to your own organization. Give a higher number of points to the alternative that is most
similar to your organization. Just be sure that your total equals 100 for each item. Complete the column “Now” to assess the current situation in your organization. After you have completed the “Now” column, rate your organization as you think it should be
in 5 years in order to be spectacularly successful. Write your responses in the “Preferred” column.
1. Dominant Characteristics NowPreferre
dA. The organization is a very personal space. It
is like an extended family. People seem to share a lot of themselves.
5 3
B. The organization is a very dynamic and entrepreneurial place. People are willing to stick their necks out and take risks.
10 5
C. The organization is very results-oriented. A major concern is with getting the job done. People are very competitive and achievement-oriented.
60 75
D. The organization is a very controlled and structured place. Formal procedures generally govern what people do.
20 17
Total 100 100
2. Organizational Leadership NowPreferre
dA. The leadership in the organization is generally
considered to exemplify mentoring, facilitating, or nurturing.
10 0
B. The leadership in the organization is generally considered to exemplify entrepreneurship, innovation, or risk taking.
20 0
C. The leadership in the organization is generally considered to exemplify a no-nonsense, aggressive, results-oriented focus.
10 0
D. The leadership in the organization is generally considered to exemplify coordinating, organizing, or smooth-running efficiency.
60 100
Total 100 100
3. Management of Employees NowPreferre
dA. The management style in the organization is
characterized by teamwork, consensus, and participation.
50 70
B. The management style in the organization is characterized by individual risk-taking, innovation, freedom, and uniqueness.
15 10
C. The management style in the organization is characterized by hard-driving competitiveness, high demands, and achievement.
10 10
D. The management style in the organization is characterized by security of employment, conformity, predictability, and stability in relationships.
25 10
Total 100 100
The Organizational Culture Assessment Instrument
4. Organization Glue NowPreferre
dA. The glue that holds the organization together is
loyalty and mutual trust. Commitment to this organization runs high.
20 35
B. The glue that holds the organization together is commitment to innovation and development. There is an emphasis on being on the cutting edge.
10 5
C. The glue that holds the organization together is the emphasis on achievement and goal accomplishment.
30 10
D. The glue that holds the organization together is formal rules and policies. Maintaining a smooth-running organization is important.
40 50
Total 100 100
5. Strategic Emphases NowPreferre
dA. The organization emphasizes human
development. High trust, openness, and participation persist.
20 20
B. The organization emphasizes acquiring new resources and creating new challenges. Trying new things and prospecting for opportunities are valued.
30 40
C. The organization emphasizes competitive actions and achievement. Hitting stretch targets and winning in the marketplace are dominant.
10 10
D. The organization emphasizes permanence and stability. Efficiency, control, and smooth operations are important.
40 30
Total 100 100
2
6. Criteria of Success NowPreferre
dA. The organization defines success on the basis
of the development of human resources, teamwork, employee commitment, and concern for people.
30 25
B. The organization defines success on the basis of having the most unique or newest products. It is a product leader and innovator.
20 20
C. The organization defines success on the basis of winning in the marketplace and outpacing the competition. Competitive market leadership is key.
40 50
D. The organization defines success on the basis of efficiency. Dependable delivery, smooth scheduling, and low-cost production are critical.
10 5
Total 100 100
Worksheet for Scoring the OCAI
“Now” Scores “Preferred” Scores5 1A 3 1A10 2A 0 2A50 3A 70 3A20 4A 35 4A20 5A 20 5A30 6A 25 6A135
Sum (total of A Responses)
153
Sum (total of A Responses)
22.5
Average (sum divided by 6)
25.5
Average (sum divided by 6)
10 1B 5 1B20 2B 0 2B15 3B 10 3B10 4B 5 4B30 5B 40 5B20 6B 20 6B105
Sum (total of B Responses)
80 Sum (total of B Responses)
17.5
Average (sum divided by 6)
13.3
Average (sum divided by 6)
3
60 1C 75 1C10 2C 0 2C10 3C 10 3C30 4C 10 4C10 5C 10 5C40 6C 50 6C160
Sum (total of C Responses)
155
Sum (total of C Responses)
26.7
Average (sum divided by 6)
25.8
Average (sum divided by 6)
20 1D 17 1D60 2D 10
02D
25 3D 10 3D40 4D 50 4D40 5D 30 5D10 6D 5 6D195
Sum (total of D Responses)
212
Sum (total of D Responses)
32.5
Average (sum divided by 6)
35.3
Average (sum divided by 6)
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Organizational Culture Profile
The Clan Culture
A very friendly place to work where people share a lot of themselves. It is like an extended family. The leaders, or head of the organization, are considered to be mentors and, maybe even, parent figures. The organization is held together by loyalty or tradition. Commitment is high. The organization emphasizes the long-term benefit of human resource development and attaches great importance to cohesion and morale. Success is defined in terms of sensitivity to customers and concern for people. The organization places a premium on teamwork, participation, and consensus.
The Adhocracy Culture
A dynamic, entrepreneurial, and creative place to work. People stick their necks out and take risks. The leaders and considered to be innovators and risk-takers. The glue that holds the organization together is commitment to experimentation and innovation. The emphasis is on being on the leading edge. The organization’s long-term emphasis is on growth and acquiring new resources. Success means gaining unique and new products or services. Being a product or service leader is important. The organization encourages individual initiative and freedom.
The Hierarchy Culture
A very formalized and structure place to work. Procedures govern what people do. The leaders pride themselves on being good coordinators and organizers, who are efficiency-minded. Maintaining a smooth-running organization is most critical. Formal rules and policies hold the organization together. The long-term concern is on stability and performance with efficient, smooth operations. Success is defined in terms of dependable delivery, smooth scheduling, and low cost. The management of employees is concerned with secure employment and predictability
The Market Culture
A results oriented organization. The major concern is getting the job done. People are competitive and goal-oriented. The leaders are hard drivers, producers, and competitors. They are tough and demanding. The glue that holds the organization together is an emphasis on winning. Reputation and success are common concerns. The long-term focus is on competitive actions and achievement of measurable goals and targets. Success is defined in terms of market share and penetration. Competitive pricing and market leadership are important. The organizational style is hard-driving competitiveness.
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Organizational Culture Profile
The Clan Culture
An organization that focuses on internal maintenance with flexibility, concern for people, and sensitivity to customers.
The Adhocracy Culture
An organization that focuses on external positioning with a high degree of flexibility and individuality.
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10
20
30
40
50
10
20
30
CLAN (A) ADHOCRACY (B)
Flexibility and Discretion
Exte
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Diff
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Inte
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In
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The Hierarchy Culture
An organization that focuses on internal maintenance with a need for stability and control.
The Market Culture
An organization that focuses on external positioning with a need for stability and control.
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