OCAI企業(yè)文化量表

1、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 will be providing a picture of how your organization operates and the values that characterize it. N

2、o right or wrong answers exist for these questions just as there is not right or wrong culture. Every organization will most likely produce a different set of responses. Therefore, be as accurate as you can in responding to the questions so that your resulting cultural diagnosis will be as precise a

3、s possible.You are asked to rate your organization in the questions. To determine which organization to rate, you will want to consider the organization that is managed by your boss, the strategic business unit to which you belong, or the organizational unit in which you are a member that has clearl

4、y identifiable boundaries. Because the instrument is most helpful for determining ways to change the culture, youll want to focus on the cultural unit that is the target for change. Therefore, as you answer the questions, keep in mind the organization that can be affected by the change strategy you

5、develop. 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 your orga

6、nization. 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

7、 points for each question.Note, that the first pass through the six questions is labeled “Now”. This refers to the culture, as it exists today. After you complete the “Now”, you will find the questions repeated under a heading of “Preferred”. Your answers to these questions should be based on how yo

8、u would like the organization to look five years from now.The Organizational Culture Assessment Instrument Current1. Dominant CharacteristicsNowAThe organization is a very personal place. It is like an extended family. People seem to share a lot of themselves.BThe organization is a very dynamic entr

9、epreneurial place. People are willing to stick their necks out and take risks.CThe organization is very results oriented. A major concern is with getting the job done. People are very competitive and achievement oriented.DThe organization is a very controlled and structured place. Formal procedures

10、generally govern what people do.Total推薦精選2. Organizational LeadershipNowAThe leadership in the organization is generally considered to exemplify mentoring, facilitating, or nurturing.BThe leadership in the organization is generally considered to exemplify entrepreneurship, innovating, or risk taking

11、.CThe leadership in the organization is generally considered to exemplify a no-nonsense, aggressive, results-oriented focus.DThe leadership in the organization is generally considered to exemplify coordinating, organizing, or smooth-running efficiency.Total3. Management of EmployeesNowAThe managemen

12、t style in the organization is characterized by teamwork, consensus, and participation.BThe management style in the organization is characterized by individual risk-taking, innovation, freedom, and uniqueness.CThe management style in the organization is characterized by hard-driving competitiveness,

13、 high demands, and achievement.DThe management style in the organization is characterized by security of employment, conformity, predictability, and stability in relationships.Total4. Organization GlueNowAThe glue that holds the organization together is loyalty and mutual trust. Commitment to this o

14、rganization runs high.BThe glue that holds the organization together is commitment to innovation and development. There is an emphasis on being on the cutting edge.CThe glue that holds the organization together is the emphasis on achievement and goal accomplishment. Aggressiveness and winning are co

15、mmon themes.DThe glue that holds the organization together is formal rules and policies. Maintaining a smooth-running organization is important.推薦精選Total5. Strategic EmphasesNowAThe organization emphasizes human development. High trust, openness, and participation persist.BThe organization emphasize

16、s acquiring new resources and creating new challenges. Trying new things and prospecting for opportunities are valued.CThe organization emphasizes competitive actions and achievement. Hitting stretch targets and winning in the marketplace are dominant.DThe organization emphasizes permanence and stab

17、ility. Efficiency, control and smooth operations are important.Total6. Criteria of SuccessNowAThe organization defines success on the basis of the development of human resources, teamwork, employee commitment, and concern for people.BThe organization defines success on the basis of having the most u

18、nique or newest products. It is a product leader and innovator.CThe organization defines success on the basis of winning in the marketplace and outpacing the competition. Competitive market leadership is key.DThe organization defines success on the basis of efficiency. Dependable delivery, smooth sc

19、heduling and low-cost production are critical.TotalThe Organizational Culture Assessment Instrument Preferred1. Dominant CharacteristicsPreferredAThe organization is a very personal place. It is like an extended family. People seem to share a lot of themselves.BThe organization is a very dynamic ent

20、repreneurial place. People are willing to stick their necks out and take risks.推薦精選CThe organization is very results oriented. A major concern is with getting the job done. People are very competitive and achievement oriented.DThe organization is a very controlled and structured place. Formal proced

21、ures generally govern what people do.Total2. Organizational LeadershipPreferredAThe leadership in the organization is generally considered to exemplify mentoring, facilitating, or nurturing.BThe leadership in the organization is generally considered to exemplify entrepreneurship, innovating, or risk

22、 taking.CThe leadership in the organization is generally considered to exemplify a no-nonsense, aggressive, results-oriented focus.DThe leadership in the organization is generally considered to exemplify coordinating, organizing, or smooth-running efficiency.Total3. Management of EmployeesPreferredA

23、The management style in the organization is characterized by teamwork, consensus, and participation.BThe management style in the organization is characterized by individual risk-taking, innovation, freedom, and uniqueness.CThe management style in the organization is characterized by hard-driving com

24、petitiveness, high demands, and achievement.DThe management style in the organization is characterized by security of employment, conformity, predictability, and stability in relationships.Total4. Organization GluePreferredAThe glue that holds the organization together is loyalty and mutual trust. C

25、ommitment to this organization runs high.BThe glue that holds the organization together is commitment to innovation and development. There is an emphasis on being on the cutting edge.CThe glue that holds the organization together is the emphasis on achievement and goal accomplishment. Aggressiveness

26、 and winning are common themes.推薦精選DThe glue that holds the organization together is formal rules and policies. Maintaining a smooth-running organization is important.Total5. Strategic EmphasesPreferredAThe organization emphasizes human development. High trust, openness, and participation persist.BT

27、he organization emphasizes acquiring new resources and creating new challenges. Trying new things and prospecting for opportunities are valued.CThe organization emphasizes competitive actions and achievement. Hitting stretch targets and winning in the marketplace are dominant.DThe organization empha

28、sizes permanence and stability. Efficiency, control and smooth operations are important.Total6. Criteria of SuccessPreferredAThe organization defines success on the basis of the development of human resources, teamwork, employee commitment, and concern for people.BThe organization defines success on

29、 the basis of having the most unique or newest products. It is a product leader and innovator.CThe organization defines success on the basis of winning in the marketplace and outpacing the competition. Competitive market leadership is key.DThe organization defines success on the basis of efficiency.

30、 Dependable delivery, smooth scheduling and low-cost production are critical.TotalAn Example of How Culture Ratings Might AppearNOWPREFERREDA55A35B20B30推薦精選C20C25D 5D10Total100Total100Scoring: Scoring the OCAI is very easy. It requires simple arithmetic calculations. The first step is to add togethe

31、r all A responses in the Now column and divide by six. That is, compute an average score for the A alternatives in the Now column. You may use the worksheet on the next page to arrive at these averages. Do this for all of the questions, A, B, C, and D. Once you have done this, transfer your answers

32、to this page in the boxes provided below.Fill in your answers here from the previous pageNOWPREFERREDAABBCCD DTotalTotal推薦精選A Worksheet for Scoring the OCAINOW Scores1A1B2A2B3A3B4A4B5A5B6A6BSum (total of A responses)Sum (total of B responses)Average (sum divided by 6)Average (sum divided by 6)1C1D2C

33、2D3C3D4C4D5C5D6C6DSum (total of C responses)Sum (total of D responses)Average (sum divided by 6)Average (sum divided by 6)PREFERRED Scores1A1B2A2B3A3B4A4B5A5B6A6BSum (total of A responses)Sum (total of B responses)Average (sum divided by 6)Average (sum divided by 6)1C1D2C2D3C3D推薦精選4C4D5C5D6C6DSum (t

34、otal of C responses)Sum (total of D responses)Average (sum divided by 6)Average (sum divided by 6)推薦精選組織文化量表(OCAI)的填寫指導(dǎo)書組織文化量表的目的是評估企業(yè)文化的六個主要方面對企業(yè)產(chǎn)生的影響。通過對您所填寫的量表進(jìn)行整體分析，測出企業(yè)運作情況，以及它的價值特點。這些選項沒有正確或錯誤之分，因為企業(yè)文化本身就是豐富多彩的，不同的選項只是代表不同的企業(yè)文化類型。因此，在填寫問卷時，要盡可能準(zhǔn)確，只有這樣，我們總結(jié)出來的企業(yè)文化才真實有效。您需要做的是根據(jù)問卷上的問題，對企業(yè)進(jìn)行評估。您要

35、考慮到，管理企業(yè)的是公司的老板，員工只是其中某一個部分，也就是說，您應(yīng)該清楚，您自己在企業(yè)中屬于哪個部門，這個部門有什么職責(zé)。這個指導(dǎo)書是用來確定哪些因素影響了企業(yè)文化，所以希望您把重點放在改變企業(yè)文化的那些因素上。因此，當(dāng)您填寫這份問卷時，應(yīng)當(dāng)記住企業(yè)文化也許會受到員工自身觀念的影響。該表包括6個問題。每個問題有四個選項。每一個選項都要打分，如果選項比較符合您的公司，那么就打一個比較高的分?jǐn)?shù)。注意，四個選項都要打分，而且分?jǐn)?shù)相加為100分。例如，在問題一，如果您認(rèn)為選項A與您的企業(yè)非常相似，B和C項跟您的企業(yè)有點相似，D項跟您的企業(yè)不相似。您就給A項打50分，B和C少打一些分，比如B項20分

36、，C項20分，D項再少打一些分?jǐn)?shù)10分。注意：A、B、C、D相加總分必須為100分，而且四個選項的分?jǐn)?shù)盡量要有差別（避免四個分?jǐn)?shù)差不多的情況）。注意，前六個問題是描述現(xiàn)在的情況。后面幾個問題是您希望企業(yè)在今后5年發(fā)展成為什么樣的情況。推薦精選組織文化量表現(xiàn)在的情況1. 1 主要特征特性 現(xiàn)在的情況 A公司是一個非常人性化的地方。它像一個大家庭。人們愿意分享自己的很多事情。 分B公司是一個非常有活力的多元化的地方。人們愿意堅持自己的想法，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。同事之間有競爭和大家都想為公司和個人取得成就。 分D公司運營控制良好，結(jié)構(gòu)化很強(qiáng)。人們都是按照規(guī)章

37、制度辦事。 分總計 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。 分C公司的領(lǐng)導(dǎo)者通常被認(rèn)為：語言簡潔明了，積極進(jìn)取，注重實效。 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)高效運行。 分總計 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：團(tuán)隊合作，協(xié)商一致和重在參與。 分B公司的管理風(fēng)格的特點：個人創(chuàng)新，自由和獨特性。 分C公司的管理風(fēng)格的特點：沖勁十足的競爭力，高要求，高成就。 分D公司的管理風(fēng)格的特點：保障員工的就業(yè)，一致性，可預(yù)測性，穩(wěn)定性。 分總計 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)運行的組織是重要的。 分總計 總分：100分5. 5 戰(zhàn)略重點 現(xiàn)在的情況 A公司強(qiáng)調(diào)員工的發(fā)展。高度信任，開放，堅持和參與。 分B公司強(qiáng)調(diào)獲得新資源，創(chuàng)造新的挑戰(zhàn)。樂于嘗試新事物，創(chuàng)造新的機(jī)會。 分C公司強(qiáng)調(diào)競爭行為和成就。進(jìn)入目