Post on 20-Oct-2020
DIAGNOSING AND DESIGNING AN ORGANIZATIONAL CULTURE
BASED ON
ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT (OCAI)
SURVEY
Presenter: Aminat Ahmadu Abubakar
Venue: Stratford University, Falls Church, VA
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AGENDA
Agenda 1
Introduction
Icebreaker
• Coin Logo
Break
What is Organizational Culture?
Basic Components
Importance of Organizational Culture
Exercise 1
Do You Understand Your Organization’s Culture?
Break
Cultural Change Process
Exercise 2
Diagnosing Culture Change
Agenda 2
The Organizational Culture Assessment Instrument (OCAI)
Advantages of Using the Assessment Instrument (OCAI)
Organizational Culture Model: The Competing Value Framework
The Four Organizational Culture Profile
The Four Quadrant
Break
Exercise 3
The Competing Value Culture Assessment
Q & A, Evaluation
Close of Workshop
INTRODUCTION
Organizational culture is vital for a business future and performance.
Organizations must change in order to survive today’s fast-paced
global business environment. This is due to the disruptive
products/services innovations and technological development.
The goal of the workshop is to have participants engage in practical
hands-on using the Organizational Culture Assessment Instrument
(OCAI), a tool used for assessing organizational culture. The culture
audit identifies a five-year future desired culture that fits into
projected opportunities and environmental demands.
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Workshop Topics Overview
1. What is organizational culture
2. Basic components
3. Importance of organizational
culture
4. Zappos family core values
5. IKEA
6. Cultural change process
INTRODUCTION – CONT’D
7. The organizational Culture
Assessment Instrument (OCAI)
8. Advantages of using the
Assessment Instrument (OCAI)
9. Organizational culture model:
The Competing Value
Framework
10.The four organizational culture
profile
11.The four quadrants
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INTRODUCTION – CONT’D
Workshop Objective:
1. Describe the importance of organizational culture.
2. Use the Organizational Culture Assessment Instrument (OCAI) tool to
evaluate the current organizational culture.
3. Differentiate between the four cultural profiles based on the Competing
Values Framework.
4. Compare and contrast how the current organizational culture and
desired culture fits with future trends and opportunities.
5. Create an action plan for a preferred future organizational culture.
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ICEBREAKER – COIN LOGO
Goal: Promote self and collective awareness by enabling team members to personally
connect.
1. Participants to empty their pockets, purses, and wallets of any coins they may have
and place them on a table.
2. Others can share their coins if someone does not have any coins or only has very
few.
3. Each participant should create his/her own personal logo, using the coins in front of
you, in sixty seconds.
4. You may use other materials such as pens, notebooks, wallets, etc., in the creation of
your personalized logo.
5. Explain and discuss what the logo represent.
6http://yfsmagazine.com/2013/09/21/5-team-building-exercises-to-improve-company-culture/
WHAT IS ORGANIZATIONAL CULTURE?
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Culture is a socially
constructed attribute
of organizations that
serve as the social
glue binding an
organization
together.Cameron and Quinn, 2011
BASIC COMPONENTS
1. Values: What a company does, its mission, and how it represents itself
2. Assumptions: The attitudes, often unconscious, formed through company processes and actions that inform what employees think
3. Artifacts: What a company represents in the form of products, technologies, publications, processes, dress code, location, and architecture
The neglect of organizational culture affects productivity, performance and interactions which leads to most organizations’ failure.
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IMPORTANCE OF ORGANIZATIONAL CULTURE
1. Organizational culture has a powerful effect on performance and long-term
effectiveness of organizations.
2. It is a critical factor in long-term financial success.
3. It has a great positive impact in employee morale, physical health, and
emotional well-being.
4. Culture creates a sense of order, continuity, and commitment that permeates
every aspect of the organization, from how employees interact to customer
perceptions.
5. Culture provides resilience in tough times and is more efficient than strategy.
For example, Apple Computer’s commitment to innovation is cultural, not process driven. As a result, the
organization has flourished, virtually untouched by competition and with a distinct culture all its own.
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CULTURAL CHANGE PROCESS
Cultural change generally arises in three forms:
Evolutionary
1. Allowing change to occur slowly over time with sights set on company-wide
transformation.
Focused
2. Involving measures exacted upon only certain elements or subcultures
Revolutionary
3. Forcing an entire organization to change course drastically
Caution:
• Revolutionary approach can be turbulent resulting in employee turnover or low morale.
• Most cultural change program failure occurs as a result of being too drastic,
demanding too much, too quickly.10
ZAPPOS FAMILY CORE VALUES
As we grow as a
company, it has
become more and
more important to
explicitly define the
core values from
which we develop our
culture, our brand,
and our business
strategies. These are
the ten core values
that we live by:
11https://www.zappos.com/core-values
12https://www.thelocal.se/20180128/the-life-and-times-of-ikea-founder-ingvar-kamprad
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EXERCISE 1 - DO YOU UNDERSTAND YOUR
ORGANIZATION’S CULTURE?
1. What 10 words would you use to describe your organization?
2. What is really important around the organization?
3. What gets promoted in the organization?
4. What behaviors get rewarded in the organization?
5. Who fits and who does not within the organization?
6. What norms are exhibited?
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EXERCISE 2 - DIAGNOSING CULTURE CHANGE
1. What elements of the current culture do you want to KEEP?
2. What elements of the current culture would you like to
ELIMINATE?
3. What elements would you like to ADD?
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THE ORGANIZATIONAL CULTURE ASSESSMENT
INSTRUMENT (OCAI)
The Organizational Culture Assessment Instrument (OCAI) a tool used for assessing
organizational culture around the world.
1. The OCAI survey helps identify organization’s current culture and gaps.
2. It identifies a desired culture to help developed to match future demands of the
environment and opportunities in the next 5 years.
The following are the six addressed fundamental indicators of organizational culture.
1. Basic assumptions – Dominant Characteristics and Organizational Glue
2. Interactions assumption – Organizational Leadership, and Management of
Employees
3. Organizational direction – Strategic Emphasis, and Criteria of Success
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ADVANTAGES OF USING THE ASSESSMENT
INSTRUMENT (OCAI)
There are six advantages to diagnosing and changing organizational culture:
1. It is practical – captures the important dimensions of culture found to make a difference in organizations’ success.
2. It is efficient – it is less time consuming in diagnosing to creating a strategy for change.
3. It is involving – it is inclusive of all member responsible for the establishment of direction, reinforcement of values, and guide to fundamental change.
4. It is both quantitative and qualitative – process depends on quantitative measures of core cultural dimensions as well as qualitative methods include stories, incidents and symbols.
5. It is manageable – the process of diagnosis and change can be implemented in-house without external help.
6. It is valid – the process is verifiable conducted within the organization and supported by documented evidences.
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ORGANIZATIONAL CULTURE MODEL:
THE COMPETING VALUES FRAMEWORK
19http://www.artsjournal.com/fieldnotes/2012/12/the-competing-values-framework/
THE FOUR ORGANIZATIONAL CULTURE PROFILE
20http://www.artsjournal.com/fieldnotes/2012/12/the-competing-values-framework/
THE FOUR QUADRANTS
The Competing Values Framework (CVF) consists of two dimensions - vertically
and horizontally - resulting in four quadrants.
1. Some organizations are effective if they demonstrate flexibility and
adaptability.
2. Other organizations are effective if they demonstrated stability and control.
3. Some organizations are effective if they maintain efficient internal processes.
4. Other organizations are effective if they maintain competitive external
positioning relative to customers and clients.
These differences represent the different ends of two dimensions making up the
fundamentals of the Competing Values Framework.
Each quadrant in the framework represents a way of being, seeing, managing,
and organizing.21
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EXERCISE 3 - THE COMPETING VALUES CULTURE ASSESSMENT
23https://www.boomhogeronderwijs.nl/media/8/download_pdf_culture_assessment_workbook.pdf
24https://www.boomhogeronderwijs.nl/media/8/download_pdf_culture_assessment_workbook.pdf
25https://www.boomhogeronderwijs.nl/media/8/download_pdf_culture_assessment_workbook.pdf
26https://www.boomhogeronderwijs.nl/media/8/download_pdf_culture_assessment_workbook.pdf
27https://www.boomhogeronderwijs.nl/media/8/download_pdf_culture_assessment_workbook.pdf
28https://www.boomhogeronderwijs.nl/media/8/download_pdf_culture_assessment_workbook.pdf
29https://www.boomhogeronderwijs.nl/media/8/download_pdf_culture_assessment_workbook.pdf
30https://www.boomhogeronderwijs.nl/media/8/download_pdf_culture_assessment_workbook.pdf
31https://www.boomhogeronderwijs.nl/media/8/download_pdf_culture_assessment_workbook.pdf
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“Successful organizational cultures are intentional
by design, not the product of default or
serendipity, so how could your organization
improve its performance?
A cultural assessment of the workspace might be
a valuable place to start.”
- Haworth
• Q & A
• Contact Info
• Evaluation
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REFERENCES
• Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (3rd ed.). San Francisco, CA: Jossey-Bass.
• Cameron, K. S., & Quinn, R. E. (n.d.). The Competing Values Culture Assessment: A Tool from the Competing Values Product Line. Retrieved from https://www.boomhogeronderwijs.nl/media/8/download_pdf_culture_assessment_workbook.pdf
• Haworth. (2015). How to Create a Successful Organizational Culture: Build It—Literally. Retrieved from http://eu.haworth.com/docs/default-source/white-papers/how-to-create-a-successful-organizational-culture.pdf?sfvrsn=4
• Zehra, D. (2013, September 21). 5 Team Building Exercises to Improve Company Culture. Retrieved from http://yfsmagazine.com/2013/09/21/5-team-building-exercises-to-improve-company-culture/
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https://www.boomhogeronderwijs.nl/media/8/download_pdf_culture_assessment_workbook.pdfhttp://eu.haworth.com/docs/default-source/white-papers/how-to-create-a-successful-organizational-culture.pdf?sfvrsn=4
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