OCAI企業(yè)文化量表

./InstructionsforcompletingtheOrganizationalCultureAssessmentInstrument<OCAI>ThepurposeoftheOCAIistoassesssixkeydimensionsoforganizationalculture.Incompletingtheinstrument,youwillbeprovidingapictureofhowyourorganizationoperatesandthevaluesthatcharacterizeit.Norightorwronganswersexistforthesequestionsjustasthereisnotrightorwrongculture.Everyorganizationwillmostlikelyproduceadifferentsetofresponses.Therefore,beasaccurateasyoucaninrespondingtothequestionssothatyourresultingculturaldiagnosiswillbeaspreciseaspossible.Youareaskedtorateyourorganizationinthequestions.Todeterminewhichorganizationtorate,youwillwanttoconsidertheorganizationthatismanagedbyyourboss,thestrategicbusinessunittowhichyoubelong,ortheorganizationalunitinwhichyouareamemberthathasclearlyidentifiableboundaries.Becausetheinstrumentismosthelpfulfordeterminingwaystochangetheculture,you’llwanttofocusontheculturalunitthatisthetargetforchange.Therefore,asyouanswerthequestions,keepinmindtheorganizationthatcanbeaffectedbythechangestrategyyoudevelop.TheOCAIconsistsofsixquestions.Eachquestionhasfouralternatives.Divide100pointsamongthesefouralternativesdependingontheextenttowhicheachalternativeissimilartoyourownorganization.Giveahighernumberofpointstothealternativethatismostsimilartoyourorganization.Forexample,inquestionone,ifyouthinkalternativeAisverysimilartoyourorganization,alternativeBandCaresomewhatsimilar,andalternativeDishardlysimilaratall,youmightgive55pointstoA,20pointstoBandC,andfivepointstoD.Justbesureyourtotalequals100pointsforeachquestion.Note,thatthefirstpassthroughthesixquestionsislabeled"Now".Thisreferstotheculture,asitexiststoday.Afteryoucompletethe"Now",youwillfindthequestionsrepeatedunderaheadingof"Preferred".Youranswerstothesequestionsshouldbebasedonhowyouwouldliketheorganizationtolookfiveyearsfromnow.TheOrganizationalCultureAssessmentInstrument–Current1.DominantCharacteristicsNowATheorganizationisaverypersonalplace.Itislikeanextendedfamily.Peopleseemtosharealotofthemselves.BTheorganizationisaverydynamicentrepreneurialplace.Peoplearewillingtosticktheirnecksoutandtakerisks.CTheorganizationisveryresultsoriented.Amajorconcerniswithgettingthejobdone.Peopleareverycompetitiveandachievementoriented.DTheorganizationisaverycontrolledandstructuredplace.Formalproceduresgenerallygovernwhatpeopledo.Total2.OrganizationalLeadershipNowATheleadershipintheorganizationisgenerallyconsideredtoexemplifymentoring,facilitating,ornurturing.BTheleadershipintheorganizationisgenerallyconsideredtoexemplifyentrepreneurship,innovating,orrisktaking.CTheleadershipintheorganizationisgenerallyconsideredtoexemplifyano-nonsense,aggressive,results-orientedfocus.DTheleadershipintheorganizationisgenerallyconsideredtoexemplifycoordinating,organizing,orsmooth-runningefficiency.Total3.ManagementofEmployeesNowAThemanagementstyleintheorganizationischaracterizedbyteamwork,consensus,andparticipation.BThemanagementstyleintheorganizationischaracterizedbyindividualrisk-taking,innovation,freedom,anduniqueness.CThemanagementstyleintheorganizationischaracterizedbyhard-drivingcompetitiveness,highdemands,andachievement.DThemanagementstyleintheorganizationischaracterizedbysecurityofemployment,conformity,predictability,andstabilityinrelationships.Total4.OrganizationGlueNowAThegluethatholdstheorganizationtogetherisloyaltyandmutualtrust.Commitmenttothisorganizationrunshigh.BThegluethatholdstheorganizationtogetheriscommitmenttoinnovationanddevelopment.Thereisanemphasisonbeingonthecuttingedge.CThegluethatholdstheorganizationtogetheristheemphasisonachievementandgoalaccomplishment.Aggressivenessandwinningarecommonthemes.DThegluethatholdstheorganizationtogetherisformalrulesandpolicies.Maintainingasmooth-runningorganizationisimportant.Total5.StrategicEmphasesNowATheorganizationemphasizeshumandevelopment.Hightrust,openness,andparticipationpersist.BTheorganizationemphasizesacquiringnewresourcesandcreatingnewchallenges.Tryingnewthingsandprospectingforopportunitiesarevalued.CTheorganizationemphasizescompetitiveactionsandachievement.Hittingstretchtargetsandwinninginthemarketplacearedominant.DTheorganizationemphasizespermanenceandstability.Efficiency,controlandsmoothoperationsareimportant.Total6.CriteriaofSuccessNowATheorganizationdefinessuccessonthebasisofthedevelopmentofhumanresources,teamwork,employeecommitment,andconcernforpeople.BTheorganizationdefinessuccessonthebasisofhavingthemostuniqueornewestproducts.Itisaproductleaderandinnovator.CTheorganizationdefinessuccessonthebasisofwinninginthemarketplaceandoutpacingthecompetition.Competitivemarketleadershipiskey.DTheorganizationdefinessuccessonthebasisofefficiency.Dependabledelivery,smoothschedulingandlow-costproductionarecritical.TotalTheOrganizationalCultureAssessmentInstrument–Preferred1.DominantCharacteristicsPreferredATheorganizationisaverypersonalplace.Itislikeanextendedfamily.Peopleseemtosharealotofthemselves.BTheorganizationisaverydynamicentrepreneurialplace.Peoplearewillingtosticktheirnecksoutandtakerisks.CTheorganizationisveryresultsoriented.Amajorconcerniswithgettingthejobdone.Peopleareverycompetitiveandachievementoriented.DTheorganizationisaverycontrolledandstructuredplace.Formalproceduresgenerallygovernwhatpeopledo.Total2.OrganizationalLeadershipPreferredATheleadershipintheorganizationisgenerallyconsideredtoexemplifymentoring,facilitating,ornurturing.BTheleadershipintheorganizationisgenerallyconsideredtoexemplifyentrepreneurship,innovating,orrisktaking.CTheleadershipintheorganizationisgenerallyconsideredtoexemplifyano-nonsense,aggressive,results-orientedfocus.DTheleadershipintheorganizationisgenerallyconsideredtoexemplifycoordinating,organizing,orsmooth-runningefficiency.Total3.ManagementofEmployeesPreferredAThemanagementstyleintheorganizationischaracterizedbyteamwork,consensus,andparticipation.BThemanagementstyleintheorganizationischaracterizedbyindividualrisk-taking,innovation,freedom,anduniqueness.CThemanagementstyleintheorganizationischaracterizedbyhard-drivingcompetitiveness,highdemands,andachievement.DThemanagementstyleintheorganizationischaracterizedbysecurityofemployment,conformity,predictability,andstabilityinrelationships.Total4.OrganizationGluePreferredAThegluethatholdstheorganizationtogetherisloyaltyandmutualtrust.Commitmenttothisorganizationrunshigh.BThegluethatholdstheorganizationtogetheriscommitmenttoinnovationanddevelopment.Thereisanemphasisonbeingonthecuttingedge.CThegluethatholdstheorganizationtogetheristheemphasisonachievementandgoalaccomplishment.Aggressivenessandwinningarecommonthemes.DThegluethatholdstheorganizationtogetherisformalrulesandpolicies.Maintainingasmooth-runningorganizationisimportant.Total5.StrategicEmphasesPreferredATheorganizationemphasizeshumandevelopment.Hightrust,openness,andparticipationpersist.BTheorganizationemphasizesacquiringnewresourcesandcreatingnewchallenges.Tryingnewthingsandprospectingforopportunitiesarevalued.CTheorganizationemphasizescompetitiveactionsandachievement.Hittingstretchtargetsandwinninginthemarketplacearedominant.DTheorganizationemphasizespermanenceandstability.Efficiency,controlandsmoothoperationsareimportant.Total6.CriteriaofSuccessPreferredATheorganizationdefinessuccessonthebasisofthedevelopmentofhumanresources,teamwork,employeecommitment,andconcernforpeople.BTheorganizationdefinessuccessonthebasisofhavingthemostuniqueornewestproducts.Itisaproductleaderandinnovator.CTheorganizationdefinessuccessonthebasisofwinninginthemarketplaceandoutpacingthecompetition.Competitivemarketleadershipiskey.DTheorganizationdefinessuccessonthebasisofefficiency.Dependabledelivery,smoothschedulingandlow-costproductionarecritical.TotalAnExampleofHowCultureRatingsMightAppearNOWPREFERREDA55A35B20B30C20C25D5D10Total100Total100Scoring:ScoringtheOCAIisveryeasy.Itrequiressimplearithmeticcalculations.ThefirststepistoaddtogetherallAresponsesintheNowcolumnanddividebysix.Thatis,computeanaveragescorefortheAalternativesintheNowcolumn.Youmayusetheworksheetonthenextpagetoarriveattheseaverages.Dothisforallofthequestions,A,B,C,andD.Onceyouhavedonethis,transferyouranswerstothispageintheboxesprovidedbelow.FillinyouranswersherefromthepreviouspageNOWPREFERREDAABBCCDDTotalTotalAWorksheetforScoringtheOCAINOWScores1A1B2A2B3A3B4A4B5A5B6A6BSum<totalofAresponses>Sum<totalofBresponses>Average<sumdividedby6>Average<sumdividedby6>1C1D2C2D3C3D4C4D5C5D6C6DSum<totalofCresponses>Sum<totalofDresponses>Average<sumdividedby6>Average<sumdividedby6>PREFERREDScores1A1B2A2B3A3B4A4B5A5B6A6BSum<totalofAresponses>Sum<totalofBresponses>Average<sumdividedby6>Average<sumdividedby6>1C1D2C2D3C3D4C4D5C5D6C6DSum<totalofCresponses>Sum<totalofDresponses>Average<sumdividedby6>Average<sumdividedby6>組織文化量表<OCAI>的填寫(xiě)指導(dǎo)書(shū)組織文化量表的目的是評(píng)估企業(yè)文化的六個(gè)主要方面對(duì)企業(yè)產(chǎn)生的影響。通過(guò)對(duì)您所填寫(xiě)的量表進(jìn)行整體分析,測(cè)出企業(yè)運(yùn)作情況,以及它的價(jià)值特點(diǎn)。這些選項(xiàng)沒(méi)有正確或錯(cuò)誤之分,因?yàn)槠髽I(yè)文化本身就是豐富多彩的,不同的選項(xiàng)只是代表不同的企業(yè)文化類型。因此,在填寫(xiě)問(wèn)卷時(shí),要盡可能準(zhǔn)確,只有這樣,我們總結(jié)出來(lái)的企業(yè)文化才真實(shí)有效。您需要做的是根據(jù)問(wèn)卷上的問(wèn)題,對(duì)企業(yè)進(jìn)行評(píng)估。您要考慮到,管理企業(yè)的是公司的老板,員工只是其中某一個(gè)部分,也就是說(shuō),您應(yīng)該清楚,您自己在企業(yè)中屬于哪個(gè)部門(mén),這個(gè)部門(mén)有什么職責(zé)。這個(gè)指導(dǎo)書(shū)是用來(lái)確定哪些因素影響了企業(yè)文化,所以希望您把重點(diǎn)放在改變企業(yè)文化的那些因素上。因此,當(dāng)您填寫(xiě)這份問(wèn)卷時(shí),應(yīng)當(dāng)記住企業(yè)文化也許會(huì)受到員工自身觀念的影響。該表包括6個(gè)問(wèn)題。每個(gè)問(wèn)題有四個(gè)選項(xiàng)。每一個(gè)選項(xiàng)都要打分,如果選項(xiàng)比較符合您的公司,那么就打一個(gè)比較高的分?jǐn)?shù)。注意,四個(gè)選項(xiàng)都要打分,而且分?jǐn)?shù)相加為100分。例如,在問(wèn)題一,如果您認(rèn)為選項(xiàng)A與您的企業(yè)非常相似,B和C項(xiàng)跟您的企業(yè)有點(diǎn)相似,D項(xiàng)跟您的企業(yè)不相似。您就給A項(xiàng)打50分,B和C少打一些分,比如B項(xiàng)20分,C項(xiàng)20分,D項(xiàng)再少打一些分?jǐn)?shù)10分。注意：A、B、C、D相加總分必須為100分,而且四個(gè)選項(xiàng)的分?jǐn)?shù)盡量要有差別〔避免四個(gè)分?jǐn)?shù)差不多的情況。注意,前六個(gè)問(wèn)題是描述現(xiàn)在的情況。后面幾個(gè)問(wèn)題是您希望企業(yè)在今后5年發(fā)展成為什么樣的情況。組織文化量表——現(xiàn)在的情況1.1主要特征特性現(xiàn)在的情況A公司是一個(gè)非常人性化的地方。它像一個(gè)大家庭。人們?cè)敢夥窒碜约旱暮芏嗍虑?。分B公司是一個(gè)非常有活力的多元化的地方。人們?cè)敢鈭?jiān)持自己的想法,同甘共苦。分C公司非常注重結(jié)果。非常關(guān)注員工的工作完成情況。同事之間有競(jìng)爭(zhēng)和大家都想為公司和個(gè)人取得成就。分D公司運(yùn)營(yíng)控制良好,結(jié)構(gòu)化很強(qiáng)。人們都是按照規(guī)章制度辦事。分總計(jì)總分：100分2.2組織領(lǐng)導(dǎo)現(xiàn)在的情況A公司的領(lǐng)導(dǎo)者通常被認(rèn)為：有指導(dǎo)作用,協(xié)助、培育員工。分B公司的領(lǐng)導(dǎo)者通常被認(rèn)為：是企業(yè)家的表率,勇于創(chuàng)新,敢于承擔(dān)風(fēng)險(xiǎn)。分C公司的領(lǐng)導(dǎo)者通常被認(rèn)為：語(yǔ)言簡(jiǎn)潔明了,積極進(jìn)取,注重實(shí)效。分D公司的領(lǐng)導(dǎo)者通常被認(rèn)為：協(xié)調(diào)、組織公司,使公司平穩(wěn)高效運(yùn)行。分總計(jì)總分：100分3.3員工管理現(xiàn)在的情況A公司的管理風(fēng)格的特點(diǎn)：團(tuán)隊(duì)合作,協(xié)商一致和重在參與。分B公司的管理風(fēng)格的特點(diǎn)：個(gè)人創(chuàng)新,自由和獨(dú)特性。分C公司的管理風(fēng)格的特點(diǎn)：沖勁十足的競(jìng)爭(zhēng)力,高要求,高成就。分D公司的管理風(fēng)格的特點(diǎn)：保障員工的就業(yè),一致性,可預(yù)測(cè)性,穩(wěn)定性。分總計(jì)總分：100分4.4是什么把公司緊密聯(lián)系現(xiàn)在的情況A忠誠(chéng)和相互信任。公司的承諾高漲。分B一起致力于技術(shù)創(chuàng)新和發(fā)展。原有的優(yōu)勢(shì)被新技術(shù)取代。分C強(qiáng)調(diào)成就和目標(biāo)。積極進(jìn)取和最終獲勝。分D正式的規(guī)則和政策。保持平穩(wěn)運(yùn)行的組織是重要的。分總計(jì)總