Running head: ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT 1

Organizational Culture Assessment Instrument (OCAI)

Marilyn Field
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Abstract

The aim of this project was to describe the dominant culture type for Unit X through the

use of the Organizational Culture Assessment Instrument (OCAI). The analysis was for the

purpose of describing and exploring the X organizational culture. The OCAI results will be used

as part of a larger effort to diagnose issues and change efforts related to teamwork, management

behavior, and leadership and to study issues that may explain the differences among the culture

profiles of larger organization. Uplifting connections associated with interpersonal interactions

boost personal physiological health, emotional well-being, and work performance (Cameron,

2010, p.1). Through the six steps for diagnosing and changing organizational culture

recommended by Cameron and Quinn (2006), a plan is developed to increase Clan Culture

characteristics and reduce some of the Hierarchy characteristics of the larger organization Xs

unit.
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Organizational Culture Assessment Instrument

The Organizational Culture Assessment Instrument (OCAI) assesses six important

dimensions of an organizations culture. The organizational leaders are provided a scenario of

what characteristics the organization have, their values, and how they operate (Cameron &

Quinn, 2006). Leaders are instructed to rate their organizations when answering a series of

questions. The assessment consists of six questions; each with four possible answers. The

individuals taking the assessment should keep in mind the cultural unit intended for change.

Through learning activities, lecture notes, interviews, observations, as well as a literature review,

the X units culture is understood by noting the prevailing behaviors, values, and attitudes of the

personnel that engender a sense of continuity, commitment, and order within the organization.

One should understand the culture taking into consideration store wide behaviors as well as the

X specific unit behaviors both are important since one workplace design is not necessarily the

best support for differing work cultures. Cameron and Quinns diagnostic instrument has

demonstrated reliability and validity (Cameron & Ettington, 1988; Lavine, et al, 2008; Trice &

Beyer, 1993) and is therefore a useful tool for improving organizational culture.

The present-day definition of organizational culture (OC) includes the daily routines,

procedures, and dominant leadership style that characterize an organizations definition of

success. The Competing Values Framework was developed by Cameron and Quinn (1999) to

conceptualize if an organization has an external focus or a predominant internal focus and if the

organization is working towards a flexible and individuality based climate or if it is striving for

control and stability. The main focus associated with the culture of an organization is its

relationship with organizational performance. The relationship between an organizations culture

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and its performance has been empirically studied with mounting evidence to support the linkage

between them (Kotter & Heskett, 1992; Wagner & Spencer, 1996).

The dominant culture type for the X personnel was the Hierarchy culture (35%) (See

table 1). According to Cameron and Quinn (2006), historically the Hierarchy culture was the

ideal form of leadership behavior because standardized rules and procedures make the lines of

communication clear leading to an efficient and stable environment. The dominance of the

hierarchy culture (35%) indicates that efficiency, structure, and stability are the central themes.

Stable environments produced in a hierarchy culture allow this strategy to be successful,

particularly for large and dominant organizations in mature industries (Duncan, Gintei, &

Swayne, 1996, p.2).

Theoretically, company environments are resistant to change, and when in a hierarchal

environment, a sub-culture such as the X might feel there is little reason to change. Even though

the change process may be easier at the corporate level, the objective of this report is to provide a

cultural change technique to address the relationships of the X workers and during supervisors

internal weaknesses and strengths necessary to sustain a competitive advantage. A better

approach could have been to survey the workers for their personal insights; however, tentatively

these results were based on observations made at the X on three different days and two different

shifts of workers. Each group was observed for one hour. Some of the strengths noted during the

observations included management experience, financial and administrative support from Wal-

Mart Industries, leading-edge technology, and inventory control models.

The degree of the dominant culture type exhibited by X personnel is related to the

number of points accumulated in a specific culture type (see figure 1). In the now situation, the

Hierarchy culture type exhibited by X personnel is slightly strong (210 points); while in the
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preferred situation, the Clan culture type is stronger (200 points) (see figure 1). In the case of the

dominant Hierarchy culture type exhibited by X personnel in the now situation, a mean score of

35 was considered stronger than a mean score of 22.5 in the preferred situation (see table 1).

When the mean scores of the culture types (Market, Clan, and Adhocracy) are compared

with the mean scores of the dominant Hierarchy culture exhibited by X personnel, there is a

significant indication that the presence of characteristics associated with the Clan culture are less

strong; as evident in the organization mean Clan score of 26.6 (see table 1). To enhance the X

toward a Clan culture, the goals should be defined in terms of mutual respect, concern for

people, and a healthy internal climate. I would assess how to capitalize on the Clan

characteristics while still maintaining the benefits acquired from the existing Hierarchy culture.

Also, by ensuring the management personnel are strong advocates for health by actively pursuing

optimal health and wellness on a personal level as well as for their employees.

The OCAI indicated a mean score of 16.6 in the Adhocracy Culture quadrant for the X

(see table 1). According to Cameron and Quinn (2006), the Adhocracy culture fosters innovation

and a more forward-looking organization. They do not imply that Adhocracy means running

amuck; but rather it means putting dynamism into the company. Although, the current culture

of Hierarchy at the X does eliminate useless reporting, procedures and rules, it also creates an

atmosphere where the workers are simply working at the X but not necessarily enjoying the

workplace experience the way they would if they were in a more motivational and self-managed

role.

As demonstrated in figure 1, a consensus is determined that the X's functions on a day-to-

day basis in a hierarchal way and the desired future are one of Adhocracy and Clan culture

characteristics. According to Cameron and Quinn (2006), the Clan culture has less focus on
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control and structure and greater emphasis on flexibility. With a Clan culture organization,

employees are driven thorough shared goals and causes. Even though the rules exist they are

more often communicated socially. The X would benefit from a more inward sense of family

with strong loyalty to one another in a more supportive and facilitative manner (preferred Clan

culture mean score = 33.6) (See table 1). In contrast to Hierarchies, clans often have flat

organizations with people and teams acting more autonomously (ChangingMinds.org, 2010,

webpage). In moving towards the preferred Clan culture, the X personnel will assist in learning

opportunities to promote health and to integrate wellness into key areas of the company (see

figure 1). The OCAI will help the unit understand how to streamline efforts to maximize

company resources and wellness program development.

The first step for organizational change, according to Cameron and Quinn (2006), is to

indentify a set of key individuals in the larger organization who have a good perspective of the

overall culture of the organization. Each of these employees will be administered the OCAI, and

then they would have meetings on a weekly basis to discuss the consensus. This way each

worker is permitted to think deeply about their views. Every month, a Unit Champion would be

appointed to ensure that the strategic plan for health is aligned with the corporations values,

objectives, and strategic focus. Having the X personnel take the OCAI will foster more of a Clan

culture because lines of communication will lead to an appreciation for one anothers ideas.

The next (second) step necessary to induce a shift towards Clan and Adhocracy for the X

is to focus on the desired outcome. We would do this by having discussions of how things are

now separately from how things are with the preferred culture. In other words, what would we

need to change? Everyone from counter staff to management will be involved in team meetings.
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Evidence and rationales will be encouraged to help produce a consensual preferred culture

toward which the X must move.

The third step in this process is to determine what the changes will or will not mean for

the X. Each member of the team will identify what the positive aspects are by becoming more of

a Clan culture. I will remind them that moving forward does not mean that all of the hierarchal

characteristics will be abandoned. We would come to a consensus on which attributes should be

reduced, and which attributes should be enhanced for the preferred culture. Cameron and Quinn

(2006) refer to this as building company character in any organizational change effort and

capitalizing on the core competencies by structuring the identity of the business over time. It is

important to note that we want to save or preserve the hierarchical characteristics that have

proven valuable.

The fourth step in the change process is to develop illustrative stories (Cameron & Quinn,

2006). I would set up a work shop where the X workers could illustrate their behavioral

principles, key values, and desired orientation through story telling. Customer relations issues

usually provide funny, and some not so funny stories that can convey the desired values and

culture that the X unit wants to achieve. There are always morals to every story. Through

illustrative and compelling story telling, positive connections can be created to reinforce the X

personnels resilience and flexibility with a quality learning experience and to foster individual

cooperation and commitment. This form of communication will embrace the employees

satisfaction from accomplishments and friendships, balanced personal and professional lives,

and to have fun in their endeavors (Mensch, 1999, p.4).

With the fifth step, a strategic action plan is developed now that there is a shared

understanding of a change in the companys organizational culture. The actions and behaviors
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identified are a necessary part of the cultural change process. According to Sokol (1997),

Although some companies strive to stay on the leading edge of change, others follow at a

slower pace and still experience similar tensions as they implement new practices and

relationships (p.3). Cameron and Quinn (2006) list the following suggestion:

Identify small wins by first finding something easy to change and make small

successful steps.

Generate social support by building coalitions of supporters and empowering

them and those affected by the changes.

Design follow-up and accountability by specifying time frames, reporting events,

and mechanisms for ensuring the workers follow thorough on commitments and

assignments.

Provide information and share it on a regular basis as to reduce rumors and

ambiguity and open lines of communication.

Measure the criteria that will indicate successful culture change.

Create readiness by indentifying the advantages of the future cultural state.

Explain why change in necessary.

Hold a funeral for the past to facilitate the transition to a future that will be

different.

Implement a symbolic as well as substantive change to help the X personnel

visualize the change with a mental interpretation to rally around.

Focus on the process of selecting, appraising, and rewarding workers to reflect the

preferred change (Cameron & Quinn, 2006).

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The final step will be to implement the plan. During this phase, short-term goals complete

with time tables will be set. In other words, how the process of change will unfold (Cameron

and Quinn, 2006). Task forces will be developed to target the specific themes identified for the

preferred Clan culture unit. This part of the process includes creating short-term goals and

timetables that will initiate the culture change process. The X team will decide on the goals that

need the most attention and will develop a communication model to address the new cultural

values. In an article by Quinn (2006) entitled Moments of Greatness, he states I am hopeful

that employees will find pleasure in unleashing their instinctive curiosity and creativity (p.1).

Lavine, Cameron, and Brumback (2010) suggest incentives for helping company

members to feel committed to the new preferred culture. Reinforcing cultural change is a

process assisted by individual change. Through, managing teams in the preferred Clan culture

facilitate effective, cohesive, smooth functioning, and high performance teamwork (Cameron

& Quinn, p. 120). Maintaining through group consensus, positive hierarchy characteristics (i.e.

helping individuals have a clear understanding of what is expected of them) can accentuate a

Clan culture of optimal health and wellness.

Change is an ongoing process of adaptation and adjustment; although they may be small

adjustments, they can be frequent and continuous across the many units of personnel within the

organization. That means they are able to alter their structure and strategies necessary to

facilitate an increase in the growth and enhancement of a Clan culture (Weick, & Quinn, 1999).

In order to increase the emphasis in the Clan quadrant for the X, more support and employee

involvement must take place. Through the approach of cultural change, specific activities can be

implemented in or to deemphasize the hierarchy culture.

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This type of culture will promote employees who participate in wellness programs to be

more psychologically and physically fit thereby, reducing organizational cost (Parks & Steelman,

2008). Cameron and Quinn (2006) discuss changing the culture requires that a multitude of

cultural elements need to be identified and altered. The OCAI is a useful method for identifying

what needs to change in the companys culture through a process of dialogue among the people

charged with starting and managing the change (Cameron & Quinn). In order to increase the

emphasis in the Clan quadrant for the X, more support and employee involvement must take

place. A Clan culture can assist the X workers to maintain a separation between the idea of an

authentic self and the idea of a corporate self (Johnson et al., p.67), thus creating an innovative

team approach for top quality work performance. A change in culture, in the end, depends on

the implementation of behaviors by individuals in the organization that reinforce the new cultural

values and are consistent with them (Cameron & Quinn, 2006, p.117). Through this approach

of cultural change, specific activities can be implemented to increase a Clan culture environment

or to deemphasize the hierarchy culture leading to an optimal and productive environment.

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References

Cameron, K. (2010, March). Positive Leaders. Leadership Excellence, 27(3), 8. Retrieved from

ProQuest Central. (Document ID: 1985253621).

Cameron, K. S. & Quinn, R. E. (2006). Diagnosing and changing organizational culture: Based

on the competing values framework. (Rev. ed.). San Francisco, CA: Wiley (Jossey Bass).

Changing Minds.org (2010). The competing values framework. Retrieved August 19, 2010

from http://changingminds.org/explanations/culture/competing_values.htm

Duncan, J., Gintei, P., & Swayne, L. (1996). Competitive advantage and internal organizational

assessment. Academy of Management Executive, 12(8)1-12. Retrieved August 19, 2010

from http://turbo.kean.edu/~jmcgill/assess.pdf

Johnsen, R., et al. (2009). Organizational change management: Research on organizational

change management detailed by R. Johnsen and co-authors. (2009, June). Economics

Week, 67. (ProQuest Document ID: 1743804891).

Kotter, J. P., & Heskett, J. L. (1992). Corporate culture and performance. Ten3 Global Business

Learning Report. Retrieved August 18, 2010 from http://www.1000ventures.com/

business_guide /crosscuttings/culture_corporate.html

Lavine, M., Cameron, K., & Brumback, G. (2008). Making the Impossible Possible. Personnel

Psychology, 61(3), 682-684. Retrieved ProQuest Central. (Document ID: 1548764461).

Lucas, C. & Kline, T. (2008). Understanding the influence of organizational culture and group

dynamics on organizational change and learning. The Learning Organization, 15(3), 277-

287. (ProQuest Document ID: 1469075071).

Parks, K., & Steelman, L. (2008). Organizational wellness programs: A meta-analysis. Journal of

Occupational Health Psychology, 13(1), 58-68. doi:10.1037/1076-8998.13.1.58.

ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT 12

Mensch, L. (1999). Employee health and productivity. Corporate Health and Wellness.

Retrieved from http://wellnessprogramsatoz.com/wellness-programs-developing-a-

wellness-program/

ODonnel (1995). Design of wellness programs. American Journal of Wellness Design of

Retrieved from http://wellnessprogramsatoz.com/wellness-programs-developing-a-

wellness-program/

Quinn, R. (2006). Moments of Greatness. Leadership Excellence, 23(9), 8. Retrieved August

21, 2010, from ProQuest Central. (Document ID: 1140377971).

Sokol, M. (1997). Introduction. Consulting Psychology Journal: Practice and Research, 49(1),

3-5. doi: 10.1037/h0092666.

Trice, H. & Beyer, J. (1993). The cultures of work organizations. Upper Saddle River, N.J.

Prentice Hall.

Wagner, D. B., & Spencer J. L. (1996). The role of surveys in transforming culture: Data,

knowledge, and action. In Kraut, A. I. (Eds.), Organizational surveys: Tools for

assessment and change. (pp.67-87). San Francisco: Jossey-Bass. Retrieved from

http://www.joe.org/joe/2003april/a3.php

Weick, K. & Quinn, R. (1999). Organizational change and development. Annual Review of

Psychology, 50, 361-86. Retrieved from ProQuest Central. (Document ID: 39329209).
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Table 1

Mean Scores for X Unit

Current Average Preferred

Clan 26.6 Clan 33.6

Adhocracy 16.6 Adhocracy 25.8
Market 22.5 Market 18.3
Hierarchy 35 Hierarchy 22.5
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Clan (A) Adhocracy (B)

50

10-

10

Hierarchy (D) Market (C) 50

-----Preferred
-----Now

Preferred divided by 6 Now divided by 6

A =200 = 33.6 A = 160 = 26.6
B =155 = 25.8 B = 100 = 16.6
C =110= 18.3 C = 135 = 22.5
D =135 = 22.5 D = 210 = 35

Figure 1 Graphical Representation of the Highest Mean Scores and Total Point per quadrant in

the Four Culture Types for Both Now and Preferred Situations of X personnel