Organizational Culture Assessment Instrument

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 ill !e pro"iding a picture of ho your organization operates and the "alues that
characterize it. #o right or rong ansers exist for these $uestions, %ust as there is no right or rong
culture. &"ery organization ill most likely produce a different set of responses. Therefore, !e as
accurate as you can in responding to the $uestions so that your resulting cultural diagnosis ill !e as
precise as possi!le.
'ou are asked to rate your organization in the $uestions. To determine hich organization to rate, you
ill ant to consider the organization that is managed !y your !oss, the strategic !usiness unit to
hich you !elong, or the organizational unit in hich you are a mem!er that has clearly identifia!le
!oundaries. (ecause the instrument is most helpful for determining ays to change the culture, you)ll
ant to focus on the cultural unit that is the target for change. Therefore, as you anser the
$uestions, keep in mind the organization that can !e affected !y the change strategy you de"elop.
The OCAI consists of six $uestions. &ach $uestion has four alternati"es. *i"ide +,, points among
these four alternati"es depending on the extent to hich each alternati"e is similar to your on
organization. -i"e a higher num!er of points to the alternati"e that is most similar to your
organization. .or example, in $uestion one, if you think alternati"e A is "ery similar to your
organization, alternati"e ( and C are somehat similar, and alternati"e * is hardly similar at all, you
might gi"e // points to A, 0, points to ( and C, and fi"e points to *. 1ust !e sure your total e$uals
+,, points for each $uestion.
#ote, that the first pass through the six $uestions is la!eled 2#o3. This refers to the culture, as it
exists today. After you complete the 2#o3, you ill find the $uestions repeated under a heading of
24referred3. 'our ansers to these $uestions should !e !ased on ho you ould like the organization
to look fi"e years from no.
Cameron56uinn, *iagnosing and Changing Organizational Culture, 0,,,
The Organizational Culture Assessment Instrument
1. Dominant Characteristics Now Preferred
A The organization is a "ery personal place. It is like an extended family.
4eople seem to share a lot of themsel"es.
( The organization is a "ery dynamic entrepreneurial place. 4eople are
illing to stick their necks out and take risks.
C
The organization is "ery results oriented. A ma%or concern is ith getting
the %o! done. 4eople are "ery competiti"e and achie"ement oriented.
* The organization is a "ery controlled and structured place. .ormal
procedures generally go"ern hat people do.
Total
2. Organizational Leadershi Now Preferred
A The leadership in the organization is generally considered to exemplify
mentoring, facilitating, or nurturing.
( The leadership in the organization is generally considered to exemplify
entrepreneurship, inno"ating, or risk taking.
C The leadership in the organization is generally considered to exemplify a
no7nonsense, aggressi"e, results7oriented focus.
* The leadership in the organization is generally considered to exemplify
coordinating, organizing, or smooth7running efficiency.
Total
!. "anagement of #mlo$ees Now Preferred
A The management style in the organization is characterized !y teamork,
consensus, and participation.
( The management style in the organization is characterized !y indi"idual
risk7taking, inno"ation, freedom, and uni$ueness.
C The management style in the organization is characterized !y hard7
dri"ing competiti"eness, high demands, and achie"ement.
*
The management style in the organization is characterized !y security of
employment, conformity, predicta!ility, and sta!ility in relationships.
Total
Cameron56uinn, *iagnosing and Changing Organizational Culture, 0,,,
%. Organization &lue Now Preferred
A The glue that holds the organization together is loyalty and mutual trust.
Commitment to this organization runs high.
( The glue that holds the organization together is commitment to
inno"ation and de"elopment. There is an emphasis on !eing on the
cutting edge.
C The glue that holds the organization together is the emphasis on
achie"ement and goal accomplishment. Aggressi"eness and inning
are common themes.
* The glue that holds the organization together is formal rules and
policies. 8aintaining a smooth7running organization is important.
Total
'. (trategic #mhases Now Preferred
A The organization emphasizes human de"elopment. 9igh trust,
openness, and participation persist.
( The organization emphasizes ac$uiring ne resources and creating ne
challenges. Trying ne things and prospecting for opportunities are
"alued.
C The organization emphasizes competiti"e actions and achie"ement.
9itting stretch targets and inning in the marketplace are dominant.
* The organization emphasizes permanence and sta!ility. &fficiency,
control and smooth operations are important.
Total
). Criteria of (uccess Now Preferred
A The organization defines success on the !asis of the de"elopment of
human resources, teamork, employee commitment, and concern for
people.
( The organization defines success on the !asis of ha"ing the most
uni$ue or neest products. It is a product leader and inno"ator.
C The organization defines success on the !asis of inning in the
marketplace and outpacing the competition. Competiti"e market
leadership is key.
* The organization defines success on the !asis of efficiency.
*ependa!le deli"ery, smooth scheduling and lo7cost production are
critical.
Total
Cameron56uinn, *iagnosing and Changing Organizational Culture, 0,,,
A *or+sheet for (coring the OCAI
NO* (cores
+A +(
0A 0(
:A :(
;A ;(
/A /(
<A <(
=um (total of A responses) =um (total of ( responses)
Average (sum divided by 6) Average (sum divided by 6)
+C +*
0C 0*
:C :*
;C ;*
/C /*
<C <*
=um (total of C responses) =um (total of * responses)
Average (sum divided by 6) Average (sum divided by 6)
P,#-#,,#D (cores
+A +(
0A 0(
:A :(
;A ;(
/A /(
<A <(
=um (total of A responses) =um (total of ( responses)
Average (sum divided by 6) Average (sum divided by 6)
+C +*
0C 0*
:C :*
;C ;*
/C /*
<C <*
=um (total of C responses) =um (total of * responses)
Average (sum divided by 6) Average (sum divided by 6)
Cameron56uinn, *iagnosing and Changing Organizational Culture, 0,,,
(coring
=coring the OCAI is "ery easy. It re$uires simple arithmetic calculations. The first step is to add
together all A responses in the #o column and di"ide !y six. That is, compute an a"erage score for
the A alternati"es in the #o column. 'ou may use the orksheet on the next page to arri"e at these
a"erages. *o this for all of the $uestions, A, (, C, and *. Once you ha"e done this, transfer your
ansers to this page in the !oxes pro"ided !elo.
.ill in your ansers here from the pre"ious page
NO* P,#-#,,#D
A (Clan) A (Clan)
( (Adhocracy) ( (Adhocracy)
C (8arket) C (8arket)
* (9ierarchy) * (9ierarchy)
Total Total
An &xample of 9o Culture >atings 8ight Appear
NO* P,#-#,,#D
A // A :/
( 0, ( :,
C 0, C 0/
* / * +,
Total +,, Total +,,
Cameron56uinn, *iagnosing and Changing Organizational Culture, 0,,,
(.""A,/ A((#(("#NT DATA
NO*
(cores
A
(
C
*
Total +,,
(cores
A
(
C
*
Total +,,
P,#-#,,#D
(cores
A
(
C
*
Total +,,
(cores
A
(
C
*
Total +,,
Cameron56uinn, *iagnosing and Changing Organizational Culture, 0,,,