organizational assessment
The organization’s culture is key to handling change and leading your organization into the next era. You first must understand the culture. This assignment asks that you select an organization that you can assess. You must pick an organization and three employees and/or members and ask the following questions. You must have a minimum of three people to do this assessment, you can be an employee or member and take the survey.
The purpose of the OCAI is to assess six key dimensions of organizational culture. In completing the instrument, you will be providing a picture of how your organization operates and the values that characterize it. The ‘Summary Assessment Data’ spreadsheet provided allows you to input the data from each employee/members’ OCAI to find the results quickly and easily.
You will follow the rubric provided and scoring guide to assess the culture of the organization. Upload the responses and fill in the summary page. You can survey as many as 9 individuals. Make sure your paper provides a thorough and complete assessment of data in the organization by utilizing lessons learned from the textbook (should be around 2-3 pages)
Cameron/Quinn, Diagnosing and Changing Organizational Culture, 2000. Electronically reproduced by permission of
Pearson Education, Inc. Upper Saddle River, New Jersey.
Organizational Culture Assessment Instrument
Instructions for completing the Organizational Culture
Assessment Instrument (OCAI).
The purpose of the OCAI is to assess six key dimensions of organizational
culture. In completing the instrument, you will be providing a picture of how
your organization operates and the values that characterize it. No right or
wrong answers exist for these questions just as there is not right or wrong
culture. Every organization will most likely produce a different set of responses.
Therefore, be as accurate as you can in responding to the questions so that
your resulting cultural diagnosis will be as precise as possible.
You are asked to rate your organization in the questions. To determine which
organization to rate, you will want to consider the organization that is managed
by your boss, the strategic business unit to which you belong, or the
organizational unit in which you are a member that has clearly identifiable
boundaries. Because the instrument is most helpful for determining ways to
change the culture, you’ll want to focus on the cultural unit that is the target for
change. Therefore, as you answer the questions, keep in mind the organization
that can be affected by the change strategy you develop.
The OCAI consists of six questions. Each question 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. For example, in
question one, if you think alternative A is very similar to your organization,
alternative B and C are somewhat similar, and alternative D is hardly similar at
all, you might give 55 points to A, 20 points to B and C, and five points to D.
Just be sure your total equals 100 points for each question.
Note, that the first pass through the six questions is labeled “Now”. This refers
to the culture, as it exists today. After you complete the “Now”, you will find the
questions repeated under a heading of “Preferred”. Your answers to these
questions should be based on how you would like the organization to look five
years from now.
Cameron/Quinn, Diagnosing and Changing Organizational Culture, 2000. Electronically reproduced by permission of
Pearson Education, Inc. Upper Saddle River, New Jersey.
The Organizational Culture Assessment Instrument – Current
1. Dominant Characteristics Now
A
The organization is a very personal place. It is like an extended
family. People seem to share a lot of themselves.
B
The organization is a very dynamic entrepreneurial place. People
are willing to stick their necks out and take risks.
C
The organization is very results oriented. A major concern is with
getting the job done. People are very competitive and achievement
oriented.
D
The organization is a very controlled and structured place. Formal
procedures generally govern what people do.
Total
2. Organizational Leadership Now
A
The leadership in the organization is generally considered to
exemplify mentoring, facilitating, or nurturing.
B
The leadership in the organization is generally considered to
exemplify entrepreneurship, innovating, or risk taking.
C
The leadership in the organization is generally considered to
exemplify a no-nonsense, aggressive, results-oriented focus.
D
The leadership in the organization is generally considered to
exemplify coordinating, organizing, or smooth-running efficiency.
Total
3. Management of Employees Now
A
The management style in the organization is characterized by
teamwork, consensus, and participation.
B
The management style in the organization is characterized by
individual risk-taking, innovation, freedom, and uniqueness.
C
The management style in the organization is characterized by hard-
driving competitiveness, high demands, and achievement.
D
The management style in the organization is characterized by
security of employment, conformity, predictability, and stability in
relationships.
Total
Cameron/Quinn, Diagnosing and Changing Organizational Culture, 2000. Electronically reproduced by permission of
Pearson Education, Inc. Upper Saddle River, New Jersey.
4. Organization Glue Now
A
The glue that holds the organization together is loyalty and mutual trust.
Commitment to this organization runs high.
B
The glue that holds the organization together is commitment to
innovation and development. There is an emphasis on being on the
cutting edge.
C
The glue that holds the organization together is the emphasis on
achievement and goal accomplishment. Aggressiveness and winning
are common themes.
D
The glue that holds the organization together is formal rules and
policies. Maintaining a smooth-running organization is important.
Total
5. Strategic Emphases Now
A
The organization emphasizes human development. High trust,
openness, and participation persist.
B
The organization emphasizes acquiring new resources and creating new
challenges. Trying new things and prospecting for opportunities are
valued.
C
The organization emphasizes competitive actions and achievement.
Hitting stretch targets and winning in the marketplace are dominant.
D
The organization emphasizes permanence and stability. Efficiency,
control and smooth operations are important.
Total
6. Criteria of Success Now
A
The organization defines success on the basis of the development of
human resources, teamwork, employee commitment, and concern for
people.
B
The organization defines success on the basis of having the most
unique or newest products. It is a product leader and innovator.
C
The organization defines success on the basis of winning in the
marketplace and outpacing the competition. Competitive market
leadership is key.
D
The organization defines success on the basis of efficiency.
Dependable delivery, smooth scheduling and low-cost production are
critical.
Total
Cameron/Quinn, Diagnosing and Changing Organizational Culture, 2000. Electronically reproduced by permission of
Pearson Education, Inc. Upper Saddle River, New Jersey.
The Organizational Culture Assessment Instrument – Preferred
1. Dominant Characteristics Preferred
A
The organization is a very personal place. It is like an extended
family. People seem to share a lot of themselves.
B
The organization is a very dynamic entrepreneurial place.
People are willing to stick their necks out and take risks.
C
The organization is very results oriented. A major concern is
with getting the job done. People are very competitive and
achievement oriented.
D
The organization is a very controlled and structured place.
Formal procedures generally govern what people do.
Total
2. Organizational Leadership Preferred
A
The leadership in the organization is generally considered to
exemplify mentoring, facilitating, or nurturing.
B
The leadership in the organization is generally considered to
exemplify entrepreneurship, innovating, or risk taking.
C
The leadership in the organization is generally considered to
exemplify a no-nonsense, aggressive, results-oriented focus.
D
The leadership in the organization is generally considered to
exemplify coordinating, organizing, or smooth-running
efficiency.
Total
3. Management of Employees Preferred
A
The management style in the organization is characterized by
teamwork, consensus, and participation.
B
The management style in the organization is characterized by
individual risk-taking, innovation, freedom, and uniqueness.
C
The management style in the organization is characterized by
hard-driving competitiveness, high demands, and achievement.
D
The management style in the organization is characterized by
security of employment, conformity, predictability, and stability
in relationships.
Total
Cameron/Quinn, Diagnosing and Changing Organizational Culture, 2000. Electronically reproduced by permission of
Pearson Education, Inc. Upper Saddle River, New Jersey.
4. Organization Glue Preferred
A
The glue that holds the organization together is loyalty and mutual trust.
Commitment to this organization runs high.
B
The glue that holds the organization together is commitment to innovation and
development. There is an emphasis on being on the cutting edge.
C
The glue that holds the organization together is the emphasis on achievement
and goal accomplishment. Aggressiveness and winning are common themes.
D
The glue that holds the organization together is formal rules and policies.
Maintaining a smooth-running organization is important.
Total
5. Strategic Emphases Preferred
A
The organization emphasizes human development. High trust, openness,
and participation persist.
B
The organization emphasizes acquiring new resources and creating new
challenges. Trying new things and prospecting for opportunities are valued.
C
The organization emphasizes competitive actions and achievement. Hitting
stretch targets and winning in the marketplace are dominant.
D
The organization emphasizes permanence and stability. Efficiency, control
and smooth operations are important.
Total
6. Criteria of Success Preferred
A
The organization defines success on the basis of the development of human
resources, teamwork, employee commitment, and concern for people.
B
The organization defines success on the basis of having the most unique or
newest products. It is a product leader and innovator.
C
The organization defines success on the basis of winning in the marketplace
and outpacing the competition. Competitive market leadership is key.
D
The organization defines success on the basis of efficiency. Dependable
delivery, smooth scheduling and low-cost production are critical.
Total
Cameron/Quinn, Diagnosing and Changing Organizational Culture, 2000. Electronically reproduced by permission of
Pearson Education, Inc. Upper Saddle River, New Jersey.
An Example of How Culture Ratings Might Appear
NOW PREFERRED
A 55 A 35
B 20 B 30
C 20 C 25
D 5 D 10
Total 100 Total 100
Scoring:
Scoring the OCAI is very easy. It requires simple arithmetic calculations. The
first step is to add together all A responses in the Now column and divide by six.
That is, compute an average score for the A alternatives in the Now column.
You may use the worksheet on the next page to arrive at these averages. Do
this for all of the questions, A, B, C, and D. Once you have done this, transfer
your answers to this page in the boxes provided below.
Fill in your answers here from the previous page
NOW PREFERRED
A A
B B
C C
D D
Total Total
Cameron/Quinn, Diagnosing and Changing Organizational Culture, 2000. Electronically reproduced by permission of
Pearson Education, Inc. Upper Saddle River, New Jersey.
A Worksheet for Scoring the OCAI
NOW Scores
1A 1B
2A 2B
3A 3B
4A 4B
5A 5B
6A 6B
Sum (total of A responses) Sum (total of B responses)
Average (sum divided by 6) Average (sum divided by 6)
1C 1D
2C 2D
3C 3D
4C 4D
5C 5D
6C 6D
Sum (total of C responses) Sum (total of D responses)
Average (sum divided by 6) Average (sum divided by 6)
PREFERRED Scores
1A 1B
2A 2B
3A 3B
4A 4B
5A 5B
6A 6B
Sum (total of A responses) Sum (total of B responses)
Average (sum divided by 6) Average (sum divided by 6)
1C 1D
2C 2D
3C 3D
4C 4D
5C 5D
6C 6D
Sum (total of C responses) Sum (total of D responses)
Average (sum divided by 6) Average (sum divided by 6)
Cameron/Quinn, Diagnosing and Changing Organizational Culture, 2000. Electronically reproduced by permission of
Pearson Education, Inc. Upper Saddle River, New Jersey.
SUMMARY ASSESSMENT DATA
Bank:__________________________________
Student:________________________________
NOW
Position Position Position Position Position Position Position Position Position
Scores
A
B
C
D
Total 100
PREFERRED
Position Position Position Position Position Position Position Position Position
Scores
A
B
C
D
Total 100
>Sheet 5 Lesson 11
ulture Assessment Instrument
5 6 A ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! B Group Average Average ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! C Group Average Average ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! D Group Average Average ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! 1A 2B2
1
LE
A
D
5
6
Organizational
C
Summary Assessment Data
1 2
3
4
7
8
9
Now
1A
2A
3A
4A
5A
Group
6A
Average
Average
ERROR:#DIV/0!
1
B
2B
3B
4B
5B
6B
1C
2C
3C
4C
5C
6C
1D
2D
3D
4D
5D
6D
1 2 3 4 5 6 7 8 9
Preferred
2A
3A
4A A
5A Group
6A Average
Average ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0!1B
3B
4B B
5B Group
6B Average
Average ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0!
1C
2C
3C
4C C
5C Group
6C Average
Average ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0!
1D
2D
3D
4D D
5D Group
6D Average
Average ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0! ERROR:#DIV/0!