Organizational Culture Assessment Instrument

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anizational Culture Assessment Instrument
Introduction to the OCAI-model

The Organizational Culture Assessment Instrument (OCAI) developed by Kim Cameron and Robert Quinn is a validated rese

You can learn more about the OCAI tool in this section. Do you prefer to watch and listen? Check out our OCAI videos.

Considerable research was involved in developing the OCAI. Professors Robert Quinn and Kim Cameron developed the mod
consists of four Competing Values that correspond with four types of organizational culture. Every organization has its own
cultures. This mix is determined by completing a concise survey. This assessment is a valid method to examine organization
is used by over 10,000 companies worldwide.

How to use

Below you will find a series of six groups of statements. Each statement should be given a number from 1 to 100 (usually yo
that are a product of five), dependant on how much this applies for your company. The total amount of points will be calcu
numbers can not exceed 100.

In the next column you can (if this is desired) enter the values just like before, but now for the desired situation.

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 and 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 vey competitive and ach
The organization is a very controlled and structured place. Formal procedures generally govern what people do.

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, innovation, or risk taking.
The leadership in the organization is generally considered to exemplify a no-nonsense, aggressive, results-oriented focus.
The leadership in the organization is generally considered to exemplify coordinating, organizing, or smooth-running efficien

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 risk taking, innovation, freedom, and uniqueness.
The management style in the organization is characterized by hard-driving competitiveness, high demands, and achieveme
The management style in the organization is characterized by security of employment, conformity, predictability, and stabil

Organization Glue
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 bein
The glue that holds the organization together is the emphasis on achievement and goal accomplishment.
The glue that holds the organization together is formal rules and policies. Maintain a smooth-running organization is impor
Strategic Emphases
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 o
The organization emphasizes competitive actions and achievement. Hitting stretch targets and winning in the marketplace
The organization emphasizes permanence and stability. Efficiency, control, and smooth operations are important.

Criteria of Success
The organization defines success on the basis of the development of human resources, teamwork, employee commitment,
The organization defines success on the basis of having the most unique or newest products. It is a product leader and inno
The organization defines success on the basis of winning in the marketplace and outpacing the competition. Competitive m
The organization defines success on the basis of efficiency. Dependable delivery, smooth scheduling, and low-cost producti
 Currently Desired
20 10
30 20
20 40
30 30
100 100

Currently Desired
40 10
15 20
5 30
40 40
100 100

Currently Desired
30 10
5 10
10 50
55 30
100 100

Currently Desired
40 20
35 10
5 30
20 40
 100 100

Currently Desired
30 20
30 10
20 20
20 50
100 100

Currently Desired
20 20
30 10
10 20
40 50
100 100
Total Current Total Desired
30 15
24.166666667 13.333333333 Internal Clan Flexibility Adhocracy
11.666666667 31.666666667 Current 23 30 19 24
34.166666667 40 Desired 15 15 10 13

Current
Interna l

Hi erarchy Cl a n Hi erarchy

Stabi li ty Fl exi bi l i ty Stabi l i ty

Ma rket Adhocracy Market

External
 External Market Stability Hierarchy
11 12 12 34
13 32 25 40

Desired Current and De

Internal Internal

Hi erarchy Cla n Hi erarchy

Stabi l i ty Fl exi bi li ty Stabil i ty

Market Adhocra cy Market

Externa l External
Current and Desired situation
Internal

Cl a n

Des i red
Current
Fl exi bi li ty

Adhocracy

External
Index number 015

This worksheet was created by Willem Klok Links:

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