Copyright 1994 Human Synergistics International. All Rights Reserved. Organizational Culture...

Copyright 1994 Human Synergistics International. All Rights Reserved.

Organizational Culture Inventory (OCI)

1

Strengthening

Organizations

through

Individual

Effectiveness


OCI Circumplex

2


Instructions for Responding

Response Options

Please think about what it takes for you and people like yourself (e.g., your co-workers, people in similar positions) to “fit-in” and meet expectations in your organization.

Using the response options below, indicate the extent to which people are expected to:

__point out flaws__show concern for the needs of others__stay detached and perfectly objective__oppose new ideas

(1) Not at all(2) To a slight extent(3) To a moderate extent(4) To a great extent(5) To a very great extent

3


1. Add up the ten numbers appearing in the shaded section marked off immediately below. Write the sum in the box labeled: “TOTAL:7 o’clock Position.”

2. Do the same to the rest of the remaining sections to obtain TOTALS for all 12 positions.

3. Chart the TOTAL scores on the corresponding clock positions of the circumplex. The completed profile represents your impressions of the culture of your organization.

Scoring Sheet Instructions

4


Satisfaction

Security

Higher OrderNeeds

Lower OrderNeeds

Satisfaction vs. Security Needs

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Task vs. People Orientation

Task-Centered People-Centered

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• Achievement• Self-Actualizing• Humanistic-

Encouraging• Affiliative

The Constructive Styles

Members interact with others and approach tasks in ways that will help them to meet their higher-order satisfaction needs.

7


The Passive/Defensive Styles

Members interact with people in ways that will not threaten their own security.

• Approval• Conventional• Dependent• Avoidance

8


The Aggressive/Defensive Styles

Members approach tasks in forceful ways to protect their status and security.

• Oppositional• Power• Competitive• Perfectionistic

9


Subculture Profiles

Organizations are made up of individuals and groups that share some characteristics and are different on other attributes.

10


Ideal Culture Profile

Data from 5 organizations: heavy manufacturing, high-tech manufacturing, banking and bio-medical organizations.

11


Outcomes Associated with the Cultural Styles

12

ConstructivePassive/

DefensiveAggressive/Defensive

+ indicates positive significant relationship0 indicates non-significant relationship

- indicates negative significant relationship

Key:

• Individual Level

-Member Satisfaction-Person/Norm Conflict-Motivation

++

--

++

--

++

--

-

++

0• Group/Unit Level

-Group Motivation-Work Avoidance-Cooperation/Teamwork

++

-

+

0

0

0

0

0

0

• Organizational Level

-Perceived Client Satisfaction-Reputation for Customer Service-Turnover Rate

++

++

-

-

-

+

-

0

+


Factors Reinforcing the Cultural Styles

13+ indicates positive significant relationship

0 indicates non-significant relationship- indicates negative significant relationship

Key:

• Job Level

-Autonomy-Significance-Complexity of People-Related Activities

++

++

++

--

0

-

-

0

-

• Goal Characteristics

-Clarity of Goals-Set Participatively

++

+

0

--

0

-

• Reward/Punishment Practices

-Monetary Rewards-Praise-Criticism-Other Punishment

++

++

--

--

0

-

++

+

+

0

++

++




+ indicates positive significant relationship0 indicates non-significant relationship

- indicates negative significant relationship

Key:

Factors Reinforcing the Cultural Styles(continued)

• Leadership Styles

-Person-Centered-Task-Centered

++

0

--

++

0

0

• Structural Characteristics

-Shared Influence-Centralization-Standardization

++

-

0

-

+

+

-

0

+



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Goal Setting

Clear, challenging goals--set participatively, profiled against less effective goals and goal setting

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(blue line) Clear Goals (shaded area) Less Effective Goals

Key:


Reward vs. Punishment

Organizations emphasizing rewards profiled against those emphasizing punishment.

16

(blue line) Rewards (shaded area) Punishment

Key:


Quality of Customer Service

Superior customer service profiled against poor customer service

17

(blue line) Superior Service (shaded area) Poor Service

Key:


Role Conflict “Inconsistent Messages”

Low role conflict profiled against high role conflict

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(blue line) Low Role Conflict (shaded area) High Role Conflict

Key:


High vs. Low Satisfactionwith Organization

High job satisfaction profiled against low job satisfaction employees

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(blue line) High Satisfaction (shaded area) Low Satisfaction

Key:


High vs. Low Regardfor TQM Implementation

High commitment and satisfaction with quality improvement profiled against low commitment and satisfaction

20

(blue line) High Commitment (shaded area) Low Commitment

Key:


High vs. LowSales Increase: Retail

High sales growth stores profiled against low sales growth stores

21

(blue line) High Sales Growth (shaded area) Low Sales Growth

Key:


22

HSI Diagnostic System

Copyright 1994 Human Synergistics International. All Rights Reserved. Organizational Culture...

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