Directions: Answer the following questions, based on your results on the OCAI. Be certain to provide a conscientious reflection to the last three questions. Include the worksheet and the discussion in your submission.
1)Upload a picture/copy of the figures from the OCAI along with this document OR include as a screen shot here:
2)What group(s) did your current work score highest in? What group(s) did your preferred score highest in?
3)What does your preferred figure say about you and the type of culture you desire?
4)To what degree are your two figures similar or different?
5)Based on your two figures, what can you extrapolate about your current job and how you feel about your job?
Organizational Culture Assessment Instrument The Organizational Culture Assessment Instrument (OCAI) is based on Cameron & Quinn’s competitive values theory. 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. There are no right or wrong answers; each organization has its own unique culture. Be as accurate as you can in responding to the questions. You are asked to rate your organization in the questions. To determine which organization to rate you will want to report on the unit which is managed by your boss, the strategic business unit to which you belong or the organizational unit of which you are a member that has clear identifiable boundaries. Focus on the unit at the level that you know best, rather than the largest unit possible. For example, if you work for a multinational firm, do not focus on the firm as a whole but on the branch for which you work in the local DFW area. The OCAI has 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 more points to alternatives that are most similar to your organization. For example, in question 1, if your think Alternative A is very similar to your organization, alternatives B and C are somewhat similar and alternative D is hardly similar at all, you might give 55 points to A, 20 points each to B and C, and 5 points to D. Just be sure that your total equals 100 points for each question. Record your ratings of how your organization actually is in the column labeled Now. After you rate your organization in the Now column, return to the survey again and rate the how you wish your organization was in the Preferred column. You can identify gaps between what your organization is and what you would like it to be. Turn to the next page and begin the OCAI. I. Dominant Characteristics Now 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 and 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. II. Organizational Leadership Now 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. III. Management of Employees Now 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, predictability, and stability in relationships. IV. Organization Glue Now 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. V. Strategic Emphases Now 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. VI. Criteria of Success Now 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 key. 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) Averaged (Sum divided by 6) Averaged (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) Averaged (Sum divided by 6) Averaged (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) Averaged (Sum divided by 6) Averaged (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) Averaged (Sum divided by 6) Averaged (Sum divided by 6) The Four Types 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 the heads of the organization are considered to be mentors or perhaps even parental figures. The organization is held together by loyalty and tradition. Commitment is high. The organization emphasizes the long-term benefits 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 task risks. The leaders are considered 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 structured 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 term of dependable delivery, smooth scheduling, and low cost. The management of employees is concerned with secure employment and predictability. The Market Culture A result-oriented organization whose major concern is with 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. Flexibility The Clan (A) ( 50 ) ( 40 ) ( 30 ) ( 20 ) ( 10 ) ( 50 ) ( 40 ) ( 30 ) ( 20 ) ( 10 ) The Adhocracy (B) ( 30 ) ( 40 ) ( 50 ) ( 20 ) ( 10 ) ( 10 ) ( 20 ) ( 30 ) ( 40 ) ( 50 ) The Hierarchy (D) The Market (C) Control Example – Please note your four sided figure will look different – this is just to show you how in general to construct the figures. Flexibility The Clan (A) 50 40 30 20 10 The Adhocracy (B)50 40 30 20 10 30 40 50 20 10 10 20 30 40 50 The Hierarchy (D) The Market (C) Control Current Preferred