BACKGROUND From Quinn and Camerons extensive study, it was found that most organizations have developed a leading

culture style. An organization rarely has only one culture type. Time and again, there is a mix of the four organizational cultures. The Competing Values Framework states that the values and the corresponding organizational cultures compete with each other. Organizations can spend their money, attention, and time only once, so they tend to emphasize particular values. Quinn and Cameron found that flexible organizations are the most successful, which sometimes leads to conflicting behaviour. The best organizations can address the competition within this framework well and use all four value sets when needed. A culture type performs best in the activities domain that aligns with that specific culture type. In the health care sector for example, we discovered a lot of clan culture. This type genuinely fits in with the profession of looking after people. There is no final best organizational culture. Only in a particular circumstance will one class of culture serves better than another.

The purpose of the OCAI is to assess six key d of organizational culture. In completing the in you will be providing a picture of how your or operates and the values that characterize it. No wrong answers exist for these questions, just as right or wrong culture. Every organization wil likely produce a different set of responses. Th as accurate as you can in responding to the que that your resulting cultural diagnosis will be as possible.

You are asked to rate your organization in the To determine which organization to rate, you consider the strategic business unit to which yo the organization as a whole (fill Because the instrument is most helpful for dete ways to change the culture, youll want to focu cultural unit that is the target for change.

I will rate:

If you're short on time, only read the INTRODUCTION and HOW TO

Organizational Culture Assessment Instrument (OCA

INTRODUCTION HOW TO?

urpose of the OCAI is to assess six key dimensions ganizational culture. In completing the instrument, will be providing a picture of how your organization tes and the values that characterize it. No right or g answers exist for these questions, just as there is no or wrong culture. Every organization will most produce a different set of responses. Therefore, be curate as you can in responding to the questions so our resulting cultural diagnosis will be as precise as

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 Fluke. 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.

are asked to rate your organization in the questions. termine which organization to rate, you will want to der the strategic business unit to which you belong or ganization as a whole (fill in: yellow scheme below). use the instrument is most helpful for determining to change the culture, youll want to focus on the ral unit that is the target for change.

By answering the questionnaire a second time, this time dividing 100 points according to what you would like to see in the organization, the preferred organizational culture and the desire for change can be calculated.

Make your choice BOLD My department namely: . (fill in e.g. Finance department) Fluke as a whole.

ON and HOW TO

trument (OCAI)

OUTCOME

A culture profile illustrates the following:

- The dominant culture. - The strength of the dominant culture (the amount of points given). - Discrepancy between present and preferred culture. - The congruency of the six features. Cultural incongruence frequently leads to a desire to change, because different values and goals can take a lot of time and debate. - Evaluation of the culture profile with the average for the sector. - Comparison with average tendencies; in what phase of development is the organization?

A B C D

1. Dominant Characteristics The organization is a very personal place. It is like an extended family. People seem to share a lot of themselves. The organization is a very dynamic entrepreneurial place. People are willing to stick their necks out and take risks. The organization is very results oriented. A major concern is with getting the job done. People are very competitive and achievement oriented. The organization is a very controlled and structured place. Formal procedures generally govern what people do. TOTAL (needs to be 100) 2. Organizational Leadership The leadership in the organization is generally considered to exemplify mentoring, facilitating, or nurturing. The leadership in the organization is generally considered to exemplify entrepreneurship, innovating, or risk taking. The leadership in the organization is generally considered to exemplify a nononsense, aggressive, results-oriented focus. The leadership in the organization is generally considered to exemplify coordinating, organizing, or smooth-running efficiency. TOTAL (needs to be 100) 3. Management of employees The management style in the organization is characterized by teamwork, consensus, and participation. The management style in the organization is characterized by individual risktaking, innovation, freedom, and uniqueness. The management style in the organization is characterized by hard-driving competitiveness, high demands, and achievement. The management style in the organization is characterized by security of employment, conformity, predictability, and stability in relationships. TOTAL (needs to be 100)

NOW

0 NOW

A B C D

0 NOW

A B C D

(please underline) Fluke/My department

PREFERRED A

D 0 PREFERRED A

C D 0 PREFERRED

D 0

4. Organization glue NOW The glue that holds the organization together is loyalty and mutual trust. Commitment to this organization runs high. The glue that holds the organization together is commitment to innovation and development. There is an emphasis on being on the cutting edge. The glue that holds the organization together is the emphasis on achievement and goal accomplishment. Aggressiveness and winning are common themes. The glue that holds the organization together is formal rules and policies. Maintaining a smooth-running organization is important. TOTAL (needs to be 100) 5. Strategic emphasis NOW The organization emphasizes human development. High trust, openness, and participation persist. The organization emphasizes acquiring new resources and creating new challenges. Trying new things and prospecting for opportunities are valued. The organization emphasizes competitive actions and achievement. Hitting stretch targets and winning in the marketplace are dominant. The organization emphasizes permanence and stability. Efficiency, control and smooth operations are important. TOTAL (needs to be 100) 6. Criteria of succes The organization defines success on the basis of the development of human resources, teamwork, employee commitment, and concern for people. The organization defines success on the basis of having the most unique or newest products. It is a product leader and innovator. The organization defines success on the basis of winning in the marketplace and outpacing the competition. Competitive market leadership is key. The organization defines success on the basis of efficiency. Dependable delivery, smooth scheduling and low-cost production are critical. TOTAL (needs to be 100) 0 NOW 0

PREFERRED

0 PREFERRED

0 PREFERRED

NOW SCORES 0 1A 0 2A 0 3A 0 4A 0 5A 0 6A 0 Sum (total of A responses) 0 Average (sum divided by 6)

0 0 0 0 0 0 0 0

1B 2B 3B 4B 5B 6B Sum (total of B responses) Average (sum divided by 6)

PREFERRED SCORES 0 1A 0 2A 0 3A 0 4A 0 5A 0 6A 0 Sum (total of A responses) 0 Average (sum divided by 6)

0 0 0 0 0 0 0 0

1B 2B 3B 4B 5B 6B Sum (total of B responses) Average (sum divided by 6)

NOW A (Clan) B (Adhocracy) C (Market) D (Hierarchy)

TOTAL (=100)

0 0 0 0 0 0 0 0

1C 2C 3C 4C 5C 6C Sum (total of C responses) Average (sum divided by 6)

0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0

1C 2C 3C 4C 5C 6C Sum (total of C responses) Average (sum divided by 6)

0 0 0 0 0 0 0 0

Scores 0 0 0 0
0

PREFERRED A (Clan) B (Adhocracy) C (Market) D (Hierarchy)

TOTAL (=100)

Scores 0 0 0 0
0

1D 2D 3D 4D 5D 6D Sum (total of D responses) Average (sum divided by 6)

1D 2D 3D 4D 5D 6D Sum (total of D responses) Average (sum divided by 6)

Flexibility
1 1 1

Clan

1 1 1 0 0 0 0

Adhocracy

Internal

Hierarchy

Market

Stability

Adhocracy

The Clan Culture This working environment is a sociable one. People ha executives are seen as mentors or maybe even as fathe commitment and tradition. There is great involvement Resource development and connects fellow workers b addressing the needs of the clients and caring for the p participation, and consensus.

External

The Adhocracy Culture This is a energetic and creative working environment. takers. Experiments and innovation are the bonding m emphasized. The long-term goal is to grow and treate services is seen as an achievement. The organization e

The Market Culture This is a results-based organization that highlights com competitive and concentrated on goals. Leaders are ha They are tough and have high expectations. The impor Reputation and success are the most important. Long Market penetration and stock are the definitions of suc The organizational style is based on competition.

Market
Organization culture now Preferred organization culture

The Hierarchy Culture This is a formalized and structured work environment. of their efficiency-based coordination. Keeping the org Formal rules and policy keep the organization togethe efficient and smooth execution of tasks. Trustful deliv characterization of success. The personnel managemen

The Four Culture Types

onment is a sociable one. People have a lot in common, and its like one big family. The as mentors or maybe even as father figures. The organization is held together by dition. There is great involvement. The organization emphasizes durable Human ent and connects fellow workers by morals. Success is identified within the framework of s of the clients and caring for the people. The organization encourages teamwork,

nd creative working environment. Employees take risks. Leaders are innovators and risk and innovation are the bonding materials within the organization. Prominence is term goal is to grow and treate new resources. The availability of new products or n achievement. The organization encourages individual ingenuity and freedom.

ed organization that highlights completing work and getting things done. People are ncentrated on goals. Leaders are hard drivers, producers, and competitors at the same time. have high expectations. The importance of winning keeps the organization together. cess are the most important. Long-term focus is on rival activities and reaching goals. and stock are the definitions of success. Competitive prices and market leadership are key. style is based on competition.

and structured work environment. Procedures decide what people do. Leaders are proud ased coordination. Keeping the organization functioning effortlessly is most crucial. licy keep the organization together. The lasting goals are stability and results, paired with h execution of tasks. Trustful delivery, smooth planning, and low costs are the uccess. The personnel management has to guarantee work and values predictability.