OCAI企业文化量表

InstructionsforcompletingtheOrganizationalCultureAssessmentInstrument(OCAI)ThepurposeoftheOCAIistoassesssixkeydimensionsoforganizationalculture.Incompletingtheinstrument,youwillbeprovidingapictureofhowyourorganizationoperatesandthevaluesthatcharacterizeit.Norightorwronganswersexistforthesequestionsjustasthereisnotrightorwrongculture.Everyorganizationwillmostlikelyproduceadifferentsetofresponses.Therefore,beasaccurateasyoucaninrespondingtothequestionssothatyourresultingculturaldiagnosiswillbeaspreciseaspossible.Youareaskedtorateyourorganizationinthequestions.Todeterminewhichorganizationtorate,youwillwanttoconsidertheorganizationthatismanagedbyyourboss,thestrategicbusinessunittowhichyoubelong,ortheorganizationalunitinwhichyouareamemberthathasclearlyidentifiableboundaries.Becausetheinstrumentismosthelpfulfordeterminingwaystochangetheculture,you'llwanttofocusontheculturalunitthatisthetargetforchange.Therefore,asyouanswerthequestions,keepinmindtheorganizationthatcanbeaffectedbythechangestrategyyoudevelop.TheOCAIconsistsofsixquestions.Eachquestionhasfouralternatives.Divide100pointsamongthesefouralternativesdependingontheextenttowhicheachalternativeissimilartoyourownorganization.Giveahighernumberofpointstothealternativethatismostsimilartoyourorganization.Forexample,inquestionone,ifyouthinkalternativeAisverysimilartoyourorganization,alternativeBandCaresomewhatsimilar,andalternativeDishardlysimilaratall,youmightgive55pointstoA,20pointstoBandC,andfivepointstoD.Justbesureyourtotalequals100pointsforeachquestion.Note,thatthefirstpassthroughthesixquestionsislabeled“Now.Thisreferstotheculture,asitexiststoday.Afteryoucompletethe“Now,youwillfindthequestionsrepeatedunderaheadingof“Preferred”.Youranswerstothesequestionsshouldbebasedonhowyouwouldliketheorganizationtolookfiveyearsfromnow.TheOrganizationalCultureAssessmentInstrument—Current1.DominantCharacteristicsNowATheorganizationisaverypersonalplace.Itislikeanextendedfamily.Peopleseemtosharealotofthemselves.BTheorganizationisaverydynamicentrepreneurialplace.Peoplearewillingtosticktheirnecksoutandtakerisks.CTheorganizationisveryresultsoriented.Amajorconcerniswithgettingthejobdone.Peopleareverycompetitiveandachievementoriented.DTheorganizationisaverycontrolledandstructuredplace.Formalproceduresgenerallygovernwhatpeopledo.Total2.OrganizationalLeadershipNowATheleadershipintheorganizationisgenerallyconsideredtoexemplifymentoring,facilitating,ornurturing.BTheleadershipintheorganizationisgenerallyconsideredtoexemplifyentrepreneurship,innovating,orrisktaking.CTheleadershipintheorganizationisgenerallyconsideredtoexemplifyano-nonsense,aggressive,results-orientedfocus.DTheleadershipintheorganizationisgenerallyconsideredtoexemplifycoordinating,organizing,orsmooth-runningefficiency.Total3.ManagementofEmployeesNowAThemanagementstyleintheorganizationischaracterizedbyteamwork,consensus,andparticipation.BThemanagementstyleintheorganizationischaracterizedbyindividualrisk-taking,innovation,freedom,anduniqueness.CThemanagementstyleintheorganizationischaracterizedbyhard-drivingcompetitiveness,highdemands,andachievement.DThemanagementstyleintheorganizationischaracterizedbysecurityofemployment,conformity,predictability,andstabilityinrelationships.Total4.OrganizationGlueNowAThegluethatholdstheorganizationtogetherisloyaltyandmutualtrust.Commitmenttothisorganizationrunshigh.BThegluethatholdstheorganizationtogetheriscommitmenttoinnovationanddevelopment.Thereisanemphasisonbeingonthecuttingedge.CThegluethatholdstheorganizationtogetheristheemphasisonachievementandgoalaccomplishment.Aggressivenessandwinningarecommonthemes.DThegluethatholdstheorganizationtogetherisformalrulesandpolicies.Maintainingasmooth-runningorganizationisimportant.Total5.StrategicEmphasesNowATheorganizationemphasizeshumandevelopment.Hightrust,openness,andparticipationpersist.BTheorganizationemphasizesacquiringnewresourcesandcreatingnewchallenges.Tryingnewthingsandprospectingforopportunitiesarevalued.CTheorganizationemphasizescompetitiveactionsandachievement.Hittingstretchtargetsandwinninginthemarketplacearedominant.DTheorganizationemphasizespermanenceandstability.Efficiency,controlandsmoothoperationsareimportant.Total6.CriteriaofSuccessNowATheorganizationdefinessuccessonthebasisofthedevelopmentofhumanresources,teamwork,employeecommitment,andconcernforpeople.BTheorganizationdefinessuccessonthebasisofhavingthemostuniqueornewestproducts.Itisaproductleaderandinnovator.CTheorganizationdefinessuccessonthebasisofwinninginthemarketplaceandoutpacingthecompetition.Competitivemarketleadershipiskey.DTheorganizationdefinessuccessonthebasisofefficiency.Dependabledelivery,smoothschedulingandlow-costproductionarecritical.TotalTheOrganizationalCultureAssessmentInstrument—Preferred1.DominantCharacteristicsPreferredATheorganizationisaverypersonalplace.Itislikeanextendedfamily.Peopleseemtosharealotofthemselves.BTheorganizationisaverydynamicentrepreneurialplace.Peoplearewillingtosticktheirnecksoutandtakerisks.CTheorganizationisveryresultsoriented.Amajorconcerniswithgettingthejobdone.Peopleareverycompetitiveandachievementoriented.DTheorganizationisaverycontrolledandstructuredplace.Formalproceduresgenerallygovernwhatpeopledo.Total2.OrganizationalLeadershipPreferredATheleadershipintheorganizationisgenerallyconsideredtoexemplifymentoring,facilitating,ornurturing.BTheleadershipintheorganizationisgenerallyconsideredtoexemplifyentrepreneurship,innovating,orrisktaking.CTheleadershipintheorganizationisgenerallyconsideredtoexemplifyano-nonsense,aggressive,results-orientedfocus.DTheleadershipintheorganizationisgenerallyconsideredtoexemplifycoordinating,organizing,orsmooth-runningefficiency.Total3.ManagementofEmployeesPreferredAThemanagementstyleintheorganizationischaracterizedbyteamwork,consensus,andparticipation.BThemanagementstyleintheorganizationischaracterizedbyindividualrisk-taking,innovation,freedom,anduniqueness.CThemanagementstyleintheorganizationischaracterizedbyhard-drivingcompetitiveness,highdemands,andachievement.DThemanagementstyleintheorganizationischaracterizedbysecurityofemployment,conformity,predictability,andstabilityinrelationships.Total4.OrganizationGluePreferredAThegluethatholdstheorganizationtogetherisloyaltyandmutualtrust.Commitmenttothisorganizationrunshigh.BThegluethatholdstheorganizationtogetheriscommitmenttoinnovationanddevelopment.Thereisanemphasisonbeingonthecuttingedge.CThegluethatholdstheorganizationtogetheristheemphasisonachievementandgoalaccomplishment.Aggressivenessandwinningarecommonthemes.DThegluethatholdstheorganizationtogetherisformalrulesandpolicies.Maintainingasmooth-runningorganizationisimportant.Total5.StrategicEmphasesPreferredATheorganizationemphasizeshumandevelopment.Hightrust,openness,andparticipationpersist.BTheorganizationemphasizesacquiringnewresourcesandcreatingnewchallenges.Tryingnewthingsandprospectingforopportunitiesarevalued.CTheorganizationemphasizescompetitiveactionsandachievement.Hittingstretchtargetsandwinninginthemarketplacearedominant.DTheorganizationemphasizespermanenceandstability.Efficiency,controlandsmoothoperationsareimportant.Total6.CriteriaofSuccessPreferredATheorganizationdefinessuccessonthebasisofthedevelopmentofhumanresources,teamwork,employeecommitment,andconcernforpeople.BTheorganizationdefinessuccessonthebasisofhavingthemostuniqueornewestproducts.Itisaproductleaderandinnovator.CTheorganizationdefinessuccessonthebasisofwinninginthemarketplaceandoutpacingthecompetition.Competitivemarketleadershipiskey.DTheorganizationdefinessuccessonthebasisofefficiency.Dependabledelivery,smoothschedulingandlow-costproductionarecritical.TotalAnExampleofHowCultureRatingsMightAppearNOWPREFERREDA55A35B20B30C20C25D5D10Total100Total100Scoring:ScoringtheOCAIisveryeasy.Itrequiressimplearithmeticcalculations.ThefirststepistoaddtogetherallAresponsesintheNowcolumnanddividebysix.Thatis,computeanaveragescorefortheAalternativesintheNowcolumn.Youmayusetheworksheetonthenextpagetoarriveattheseaverages.Dothisforallofthequestions,A,B,C,andD.Onceyouhavedonethis,transferyouranswerstothispageintheboxesprovidedbelow.FillinyouranswersherefromthepreviouspageNOWPREFERREDAABBCCDDTotalTotalAWorksheetforScoringtheOCAINOWScores1A1B2A2B3A3B4A4B5A5B6A6BSum(totalofAresponses)Sum(totalofBresponses)Average(sumdividedby6)Average(sumdividedby6)1C1D2C2D3C3D4C4D5C5D6C6DSum(totalofCresponses)Sum(totalofDresponses)Average(sumdividedby6)Average(sumdividedby6)PREFERREDScores1A1B2A2B3A3B4A4B5A5B6A6BSum(totalofAresponses)Sum(totalofBresponses)Average(sumdividedby6)Average(sumdividedby6)1C1D2C2D3C3D4C4D5C5D6C6DSum(totalofCresponses)Sum(totalofDresponses)Average(sumdividedby6)Average(sumdividedby6)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。注意：AB、CD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。组织文化量表一一现在的情况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兀化的地方。人们愿意坚持自己的想法，冋甘共苦。分C公司非常注重结果。非常关注员工的工作完成情况。冋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MATCH_ word word文档格式规范word作业纸小票打印word模板word简历模板免费word简历 _1717152232228_1办事。分总计总分：100分2.2组织领导现在的情况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 excel标准偏差excel标准偏差函数exl标准差函数国标检验抽样标准表免费下载红头文件格式标准下载 现在的情况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分组织文化量表一一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公司是一个非常有沽力的多兀化的地方。人们愿意坚持目己的想法，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 食品安全规章制度下载关于安全生产规章制度关于行政管理规章制度保证食品安全的规章制度范本关于公司规章制度 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