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 ill !e pro"iding a picture of ho your organization operates and the "alues that characterize it. #o right or rong ans ers exist for these $uestions, %ust as there is no right or rong culture. &"ery organization ill most likely produce a different set of responses. Therefore, !e as accurate as you can in responding to the $uestions so that your resulting cultural diagnosis ill !e as precise as possi!le. 'ou are asked to rate your organization in the $uestions. To determine hich organization to rate, you ill ant to consider the organization that is managed !y your !oss, the strategic !usiness unit to hich you !elong, or the organizational unit in hich you are a mem!er that has clearly identifia!le !oundaries. (ecause the instrument is most helpful for determining ays to change the culture, you)ll ant to focus on the cultural unit that is the target for change. Therefore, as you ans er the $uestions, keep in mind the organization that can !e affected !y the change strategy you de"elop. The OCAI consists of six $uestions. &ach $uestion has four alternati"es. *i"ide +,, points among these four alternati"es depending on the extent to hich each alternati"e is similar to your o n organization. -i"e a higher num!er of points to the alternati"e that is most similar to your organization. .or example, in $uestion one, if you think alternati"e A is "ery similar to your organization, alternati"e ( and C are some hat similar, and alternati"e * is hardly similar at all, you might gi"e // points to A, 0, points to ( and C, and fi"e points to *. 1ust !e sure your total e$uals +,, points for each $uestion. #ote, that the first pass through the six $uestions is la!eled 2#o 3. This refers to the culture, as it exists today. After you complete the 2#o 3, you ill find the $uestions repeated under a heading of 24referred3. 'our ans ers to these $uestions should !e !ased on ho you ould like the organization to look fi"e years from no .

Cameron56uinn, *iagnosing and Changing Organizational Culture, 0,,,

The Organizational Culture Assessment Instrument

1. Dominant Characteristics A ( C The organization is a "ery personal place. It is like an extended family. 4eople seem to share a lot of themsel"es. The organization is a "ery dynamic entrepreneurial place. 4eople are illing to stick their necks out and take risks. The organization is "ery results oriented. A ma%or concern is ith getting the %o! done. 4eople are "ery competiti"e and achie"ement oriented. The organization is a "ery controlled and structured place. .ormal procedures generally go"ern hat people do. Total 2. Organizational Leadershi A ( C * 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, inno"ating, or risk taking. The leadership in the organization is generally considered to exemplify a no7nonsense, aggressi"e, results7oriented focus. The leadership in the organization is generally considered to exemplify coordinating, organizing, or smooth7running efficiency. Total !. "anagement of #m lo$ees A ( C * The management style in the organization is characterized !y team ork, consensus, and participation. The management style in the organization is characterized !y indi"idual risk7taking, inno"ation, freedom, and uni$ueness. The management style in the organization is characterized !y hard7 dri"ing competiti"eness, high demands, and achie"ement. The management style in the organization is characterized !y security of employment, conformity, predicta!ility, and sta!ility in relationships. Total Now Preferred Now Preferred Now Preferred

Cameron56uinn, *iagnosing and Changing Organizational Culture, 0,,,

%. Organization &lue A ( 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 inno"ation and de"elopment. There is an emphasis on !eing on the cutting edge. The glue that holds the organization together is the emphasis on achie"ement and goal accomplishment. Aggressi"eness and inning are common themes. The glue that holds the organization together is formal rules and policies. 8aintaining a smooth7running organization is important. Total '. (trategic #m hases A ( The organization emphasizes human de"elopment. 9igh trust, openness, and participation persist. The organization emphasizes ac$uiring ne resources and creating ne challenges. Trying ne things and prospecting for opportunities are "alued. The organization emphasizes competiti"e actions and achie"ement. 9itting stretch targets and inning in the marketplace are dominant. The organization emphasizes permanence and sta!ility. &fficiency, control and smooth operations are important. Total ). Criteria of (uccess A The organization defines success on the !asis of the de"elopment of human resources, team ork, employee commitment, and concern for people. The organization defines success on the !asis of ha"ing the most uni$ue or ne est products. It is a product leader and inno"ator. The organization defines success on the !asis of inning in the marketplace and outpacing the competition. Competiti"e market leadership is key. The organization defines success on the !asis of efficiency. *ependa!le deli"ery, smooth scheduling and lo 7cost production are critical. Total

Now

Preferred

Now

Preferred

Now

Preferred

( C

Cameron56uinn, *iagnosing and Changing Organizational Culture, 0,,,

A *or+sheet for (coring the OCAI

NO* (cores +A 0A :A ;A /A <A =um (total of A responses) Average (sum divided by 6) +C 0C :C ;C /C <C =um (total of C responses) Average (sum divided by 6) P,#-#,,#D (cores +A 0A :A ;A /A <A =um (total of A responses) Average (sum divided by 6) +C 0C :C ;C /C <C =um (total of C responses) Average (sum divided by 6) +( 0( :( ;( /( <( =um (total of ( responses) Average (sum divided by 6) +* 0* :* ;* /* <* =um (total of * responses) Average (sum divided by 6)

+( 0( :( ;( /( <( =um (total of ( responses) Average (sum divided by 6) +* 0* :* ;* /* <* =um (total of * responses) Average (sum divided by 6)

Cameron56uinn, *iagnosing and Changing Organizational Culture, 0,,,

(coring
=coring the OCAI is "ery easy. It re$uires simple arithmetic calculations. The first step is to add together all A responses in the #o column and di"ide !y six. That is, compute an a"erage score for the A alternati"es in the #o column. 'ou may use the orksheet on the next page to arri"e at these a"erages. *o this for all of the $uestions, A, (, C, and *. Once you ha"e done this, transfer your ans ers to this page in the !oxes pro"ided !elo .

.ill in your ans ers here from the pre"ious page NO* A (Clan) ( (Adhocracy) C (8arket) * (9ierarchy) Total P,#-#,,#D A (Clan) ( (Adhocracy) C (8arket) * (9ierarchy) Total

An &xample of 9o Culture >atings 8ight Appear

NO* A ( C * Total // 0, 0, / +,, P,#-#,,#D A ( C * Total :/ :, 0/ +, +,,

Cameron56uinn, *iagnosing and Changing Organizational Culture, 0,,,

(.""A,/ A((#(("#NT DATA

NO*

(cores

A ( C * Total

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(cores

A ( C * Total

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P,#-#,,#D

(cores

A ( C * Total

+,,

(cores

A ( C * Total

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Cameron56uinn, *iagnosing and Changing Organizational Culture, 0,,,