You are on page 1of 5

Organizational Communication Scale- Key Points

OCS developed by Karlene H. Roberts and Charles A. OReilly, was designed to measure communication variables in organizations. (Rubin, 254) Roberts and OReilly primarily used the OCS to measure differences in the communication behavior of isolates and participants in organizations.(Rubin, 255) Initial 13 Dimensions (Rubin, 254) (a)Trust of Subordinate for Supervisor (b)Influence of Supervisor (c)Importance of Upward Mobility to Subordinate (d)Desire for Interaction (e)Accuracy (f)Summarization (g)Gatekeeping (h)Overload (i)Directionality of Information-Upward (j)Directionality of Information-Downward (k)Directionality of Information-Lateral (l)Degree of satisfaction with communication in the organization. Communications researchers and scholars have felt that the OCA demonstrates construct validity which indicates that related or similar dimensions like trust and influences can be differentiated even though they are comparable characteristics (Rubin,256) One disadvantage is that according to Muchinsky (1977) the OCS doesnt seem to analyze data related to communications between organizations. The OCS questions appear to individually oriented. (Rubin,257)

Organizational Communication Scale


Instructions: This is a series of questions about how people communicate at work. Imagine a typical week at work, and answer the questions accordingly. Please attempt to answer all of the questions. Please indicate the degree of your agreement with each statement by checking one of the seven alternatives below each statement. 1. Do you have subordinates working for you? Yes____ No______

2. How free do you feel to discuss with your immediate supervisor the problems and difficulties you have in your job without jeopardizing your position or having it held against you later in this organization? Completely free 1 2 3 4 5 6 7 Very cautious

3. How often is your immediate supervisor successful in overcoming restrictions (such as regulations or quotas) in getting you the things that you need in your job (such as equipment, personnel, etc.)? Always successful 1 2 3 4 5 6 7 Never successful

4. Immediate supervisors at times must make decisions which seem to be against the interests of their subordinates. When this happens you as a subordinate, how much trust do you have that your immediate superiors decision was justified by other considerations? Trust completely 1 2 3 4 5 6 7 Feel very distrustful

5. In general, how much do you feel that your immediate supervisor can do to further your career in this organization? Much 1 2 3 4 5 6 7 Little

6. How much weight would your immediate supervisors recommendation have in any decision which would affect your standing in this organization, such as promotions, transfers, etc.? Very important 1 2 3 4 5 6 7 Very unimportant

7. As part of your present job plans do you want a promotion to a higher position at some point in the future? Content as I am 1 2 3 4 5 6 7 Very much want a promotion

8. How important is it for you to progress upward? Very important 1 2 3 4 5 6 7 Very unimportant

9. To what extent do you have confidence and trust with your immediate superior regarding his/her general fairness? Have little confidence 1 2 3 4 5 6 7 Have complete confidence or trust or trust 10. While working, what percentage of time do you interacting with: Immediate superiors _____% Subordinates _____% Peers (others at same job level) _____% _______ 100% 11. Of the total time you engage in communications, what percentage of the time do you use the following methods to communicate: Written Face to face Telephone Other _____ % _____ % _____ % _____ % ________ 100%

{Editors note: Use the following response option for each part of the next question Completely accurate 1 2 3 4 5 6 7 Completely inaccurate} 12. When receiving information from the sources listed below how accurate would you estimate it usually is: a. immediate superiors b. subordinates: c. peers (others at your job level): 13. How often do you find the amount of available information hinders rather than helps your performance in this organization? Almost never have 1 2 3 4 5 6 7 Have too much too much information information fairly often 14. Do you feel that you receive more information than you can efficiently use in this organization. Always 1 2 3 4 5 6 7 Never 15. Of the total time you spend receiving information at work, what percentage comes from: Immediate superiors Subordinates Peers(others at same job level) _____% _____% _____% _______ 100%

16. Of the total time you spend sending information at work, what percentage goes to: Immediate superiors Subordinates Peers(others at same job level) _____% _____% _____% _______ 100% {Editors note: Use the following response option for the next three questions: Always 1 2 3 4 5 6 7 Never} 17. When transmitting information to immediate superiors in this organization, how often do you summarize by emphasizing those aspects that are important and minimizing those aspects that are unimportant? 18. When transmitting information to subordinates in this organization, how often do you summarize by emphasizing those aspects that are important and minimizing those aspects that are unimportant? 19. When transmitting information to peers (others in your job level) in this organization, how often do you have to summarize by emphasizing those aspects that are important and minimizing those aspects that are important and minimizing those aspects that are unimportant? {Editors note: Use the following response option for each part next question: {All 1 2 3 4 5 6 7 None} 20. Of the total amount of information you receive at work, how much do you pass on to: a. immediate supervisors: b. subordinates: c. peers(others at your own job level): {Editors note: Use the following response option for each part of the next question: Very desirable 1 2 3 4 5 6 7 Completely undesirable} 21. How desirable do you feel it is in your department to interact frequently with: a. immediate supervisors: b. subordinates: c. peers(others at your own job level):

22. Are there forces that cause you to distort information you send upward in this organization? Virtually no forces 1 2 3 4 5 6 7 Powerful forces to distort to distort 23. Put a check under the face that expresses how you feel about communications in general, including the amount of information you receive, interaction with your immediate superior and others, the accuracy of information, etc.