Organizational Culture Questionnaire

Adapted from hofstede six clear and mutually independent dimensions of perceived practices of
Organizational cultural.

The purpose of this survey is assess six key practices perceptions dimensions, of the organizational culture, these
shared perceptions of daily practices are considered to be the core of an organization’s culture based on IRIC project
as effective shared practices are the reason that multinational corporations can function at all. The six dimensions
were labeled as follows:
1. Process oriented vs. results oriented
2. Employee oriented vs. job oriented
3. Parochial vs. professional
4. Open system vs. closed system
5. Loose vs. tight control
6. Normative vs. pragmatic
Dimension 1: opposes a concern with means to a concern with goals.
Dimension 2: opposes a concern for people to a concern for getting the job done.
Dimension 3: opposes units whose employees derive their identity largely from the organization to units in which
people identify with their type of job.
Dimension 4: opposes open to closed systems. This dimension describes the communication climate.
Dimension 5: refers to the amount of internal structuring in the organization.
Dimension 6: deals with the popular notion of 'customer orientation.

Questions from 1 to 14 measures the first dimension, from 15 to 23 measures the second dimension, from 24 to
28 measures the third dimension, from 29 to 34 measures the fourth dimension, from 35 to 38 measures the
fifth dimension and finally from 36 to 43 measures the sixth dimension. “ add the part of the demographic at
the end or renumber “

Please use the following rating scale:

SA= strongly agree, A= agree, N= neutral, D= disagree, and SD= strongly disagree

Culture Analysis questionnaire: A diagnosis on the six perceived

practices dimensions of organizational culture.

Please give your honest opinion to each question; your cooperation in filling out this questionnaire is
appreciated

1) Employees are told when good job is done

2) Typical member inside the organization is fast
3) Employees are comfortable in dealing with unfamiliar situation
4) Each day brings new challenges
5) Typical member inside the organization is initiating
6) Informal style when dealing with each other
7) Typical member inside the organization is warm
8) Try to be pioneers regarding technology
9) Typical member inside the organization is direct
10) People put in maximal effort
11) Mistakes are tolerated
12) Typical member inside the organization is optimistic
13) Open to outsiders and newcomers
14) Managers help good people to advance
15) Important decisions are made by individuals not by groups or committees
16) The organization is only interested in work people do, not in their personal and family welfare
17) Decisions are centralized at the top
18) Manager keep good people for his/her own department
19) Changes imposed by management decree (official order)
20) Newcomers left to find their own way
21) Management dislikes union members
22) No special ties with local community
23) Little concern for personal problem of employees
24) People’s private life is their own business
25) Job competence is the only criterion in hiring people
26) Think three years ahead or more
27) Strongly aware of competition
28) Cooperation and trust between department are normal
29) Only very special people fit into the organization
30) Our department is the worst department in the organization
31) Management stingy (ungenerous) with small things
32) Little attention is paid to physical work environment
33) Organization and people are felt to be closed and secretive even among insiders
34) New employee need more than a year to feel at home
35) Everybody is cost-conscious
36) Meeting times are kept punctually
37) Typical member is well-groomed (trained)
38) Always speaks seriously about the organization and /or the job
39) Pragmatic (realistic), not dogmatic (ideological) attitude prevails in matters of business ethics
40) Organizational contributions to the society are little
41) Major emphasis is on meeting customer needs
42) Results are more important than procedures
43) Never talk about the history of the organization