OCAI企业文化量表(共12页).doc

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1、精选优质文档-倾情为你奉上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 chara

2、cterize it. No 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

3、 as precise as 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 th

4、at has clearly 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

5、strategy you 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

6、 to your organization. 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 tot

7、al equals 100 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 ba

8、sed on how you 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

9、 dynamic entrepreneurial 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. Forma

10、l procedures generally govern what people do.Total2. 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 ri

11、sk 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 EmployeesNowAThe

12、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 competi

13、tiveness, 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

14、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 and winni

15、ng are common themes.DThe glue that holds the organization together is formal rules and policies. Maintaining a smooth-running organization is important.Total5. Strategic EmphasesNowAThe organization emphasizes human development. High trust, openness, and participation persist.BThe organization emph

16、asizes 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

17、 stability. 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 m

18、ost 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. Dependable delivery, smoo

19、th scheduling 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 dynami

20、c entrepreneurial 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 proce

21、dures 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 ris

22、k 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 EmployeesPreferred

23、AThe 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 co

24、mpetitiveness, 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.

25、Commitment 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. Aggressivenes

26、s and winning are common themes.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.BThe

27、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 emphasiz

28、es 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 th

29、e 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. De

30、pendable delivery, smooth scheduling and low-cost production are critical.TotalAn Example of How Culture Ratings Might AppearNOWPREFERREDA55A35B20B30C20C25D 5D10Total100Total100Scoring: Scoring the OCAI is very easy. It requires simple arithmetic calculations. The first step is to add together all A

31、 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 to this

32、 page in the boxes provided below.Fill in your answers here from the previous pageNOWPREFERREDAABBCCD DTotalTotalA 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)1C1D2C2D3C3D4C4D5

33、C5D6C6DSum (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)1C1D2C2D3C3D4C4D5C5D6C6DSum (total of C respo

34、nses)Sum (total of D responses)Average (sum divided by 6)Average (sum divided by 6)组织文化量表(OCAI)的填写指导书组织文化量表的目的是评估企业文化的六个主要方面对企业产生的影响。通过对您所填写的量表进行整体分析，测出企业运作情况，以及它的价值特点。这些选项没有正确或错误之分，因为企业文化本身就是丰富多彩的，不同的选项只是代表不同的企业文化类型。因此，在填写问卷时，要尽可能准确，只有这样，我们总结出来的企业文化才真实有效。您需要做的是根据问卷上的问题，对企业进行评估。您要考虑到，管理企业的是公司的老板，员工只

35、是其中某一个部分，也就是说，您应该清楚，您自己在企业中属于哪个部门，这个部门有什么职责。这个指导书是用来确定哪些因素影响了企业文化，所以希望您把重点放在改变企业文化的那些因素上。因此，当您填写这份问卷时，应当记住企业文化也许会受到员工自身观念的影响。该表包括6个问题。每个问题有四个选项。每一个选项都要打分，如果选项比较符合您的公司，那么就打一个比较高的分数。注意，四个选项都要打分，而且分数相加为100分。例如，在问题一，如果您认为选项A与您的企业非常相似，B和C项跟您的企业有点相似，D项跟您的企业不相似。您就给A项打50分，B和C少打一些分，比如B项20分，C项20分，D项再少打一些分数10分

36、。注意：A、B、C、D相加总分必须为100分，而且四个选项的分数尽量要有差别（避免四个分数差不多的情况）。注意，前六个问题是描述现在的情况。后面几个问题是您希望企业在今后5年发展成为什么样的情况。组织文化量表现在的情况1. 1 主要特征特性 现在的情况 A公司是一个非常人性化的地方。它像一个大家庭。人们愿意分享自己的很多事情。 分B公司是一个非常有活力的多元化的地方。人们愿意坚持自己的想法，同甘共苦。 分C公司非常注重结果。非常关注员工的工作完成情况。同事之间有竞争和大家都想为公司和个人取得成就。 分D公司运营控制良好，结构化很强。人们都是按照规章制度办事。 分总计 总分：100分2. 2 组

37、织领导 现在的情况 A公司的领导者通常被认为：有指导作用，协助、培育员工。 分B公司的领导者通常被认为：是企业家的表率，勇于创新，敢于承担风险。 分C公司的领导者通常被认为：语言简洁明了，积极进取，注重实效。 分D公司的领导者通常被认为：协调、组织公司，使公司平稳高效运行。 分总计 总分：100分3. 3 员工管理 现在的情况 A公司的管理风格的特点：团队合作，协商一致和重在参与。 分B公司的管理风格的特点：个人创新，自由和独特性。 分C公司的管理风格的特点：冲劲十足的竞争力，高要求，高成就。 分D公司的管理风格的特点：保障员工的就业，一致性，可预测性，稳定性。 分总计 总分：100分4. 4

38、 是什么把公司紧密联系 现在的情况 A忠诚和相互信任。公司的承诺高涨。 分B一起致力于技术创新和发展。原有的优势被新技术取代。 分C强调成就和目标。积极进取和最终获胜。 分D正式的规则和政策。保持平稳运行的组织是重要的。 分总计 总分：100分5. 5 战略重点 现在的情况 A公司强调员工的发展。高度信任，开放，坚持和参与。 分B公司强调获得新资源，创造新的挑战。乐于尝试新事物，创造新的机会。 分C公司强调竞争行为和成就。进入目标市场发展，并赢得市场优势。 分D公司强调持久性和稳定性。 高效、可控和平稳运行是重要的。 分总计 总分：100分6. 6 成功的标准 现在的情况 A公司成功的标准：人

39、力资源的开发，团队精神的建立，员工的敬业程度，对员工的关心。 分B公司成功的标准：拥有最新最独特的产品。公司是某个产品的领导者和创新者。 分C公司成功的标准：赢得了市场和超越对手。竞争激烈的行业领导者是关键。 分D公司成功的标准：高效。可靠的产品，顺利安排和低生产成本是关键。 分总计 总分：100分组织文化量表未来您所希望的情况（您认为需要在哪些方面改进）1. 1 主要特征特性 您所希望的情况 A公司是一个非常人性化的地方。它像一个大家庭。人们愿意分享自己的很多事情。 分B公司是一个非常有活力的多元化的地方。人们愿意坚持自己的想法，同甘共苦。 分C公司非常注重结果。非常关注员工的工作完成情况。

40、同事之间有竞争和大家都想为公司和个人取得成就。 分D公司运营控制良好，结构化很强。人们都是按照规章制度办事。 分总计 总分：100分2. 2 组织领导 您所希望的情况 A公司的领导者通常被认为：有指导作用，协助、培育员工。 分B公司的领导者通常被认为：是企业家的表率，勇于创新，敢于承担风险。 分C公司的领导者通常被认为：语言简洁明了，积极进取，注重实效。 分D公司的领导者通常被认为：协调、组织公司，使公司平稳高效运行。 分总计 总分：100分3. 3 员工管理 您所希望的情况 A公司的管理风格的特点：团队合作，协商一致和重在参与。 分B公司的管理风格的特点：个人创新，自由和独特性。 分C公司的

41、管理风格的特点：冲劲十足的竞争力，高要求，高成就。 分D公司的管理风格的特点：保障员工的就业，一致性，可预测性，稳定性。 分总计 总分：100分4. 4 是什么把公司紧密联系 您所希望的情况 A忠诚和相互信任。公司的承诺高涨。 分B一起致力于技术创新和发展。原有的优势被新技术取代。 分C强调成就和目标。积极进取和最终获胜。 分D正式的规则和政策。保持平稳运行的组织是重要的。 分总计 总分：100分5. 5 战略重点 您所希望的情况 A公司强调员工的发展。高度信任，开放，坚持和参与。 分B公司强调获得新资源，创造新的挑战。乐于尝试新事物，创造新的机会。 分C公司强调竞争行为和成就。进入目标市场发展，并赢得市场优势。 分D公司强调持久性和稳定性。 高效、可控和平稳运行是重要的。 分总计 总分：100分6. 6 成功的标准 您所希望的情况 A公司成功的标准：人力资源的开发，团队精神的建立，员工的敬业程度，对员工的关心。 分B公司成功的标准：拥有最新最独特的产品。公司是某个产品行业的领导者和创新者。 分C公司成功的标准：赢得了市场和超越对手。竞争激烈的行业领导者是关键。 分D公司成功的标准：高效率。生产可靠的产品，顺利安排和低生产成本是关键。 分总计 总分：100分专心-专注-专业