Answer & Explanation:Go to the OCI and follow the instructions on the site. There are two steps to this assignment.(1) Submit your OCI results to the Dropbox for this week (pdf or copy/paste into Word). (2) Add three to five paragraphs about your learning experience impacted by the Organizational Culture Inventory (OCI).
oci_report_for_.pdf
real_culture_flyer_v._2.0_1.pdf
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Name: D40400596
Date Survey Taken: 8/7/2016
Organizational Culture Profile
The culture of your organization is reflected in the shared values and beliefs that guide the thinking and
behavior of members. While the prevailing culture can be somewhat subtle and abstract, it nevertheless sets
patterns for the activities of the organization and the personal styles exhibited by members. These styles can
range from Affiliative and Achievement oriented in organizations with constructive cultures to Competitive
and Dependent in those with defensive cultures.
The Organizational Culture Inventory provides a point-in-time picture of the culture of your organization.
The results reflect your beliefs regarding how members should interact with one another in carrying out their
work and meeting the expectations of their supervisors. The profile below graphically portrays your
impressions of your organization’s culture in terms of norms and expectations for 12 distinct, but interrelated, behavioral styles.
Copyright © 2006 by Human Synergistics International. All Rights Reserved.
Page 1
Your OCI Circumplex
Copyright © 2006 by Human Synergistics International. All Rights Reserved.
Page 2
Position
Style
Score
Percentile
1
Humanistic-Encouraging
30
25%
2
Affiliative
33
26%
3
Approval
28
54%
4
Conventional
36
85%
5
Dependent
29
42%
6
Avoidance
29
87%
7
Oppositional
38
98%
8
Power
34
88%
9
Competitive
33
89%
10
Perfectionistic
27
37%
11
Achievement
34
31%
12
Self-Actualizing
31
32%
Copyright © 2006 by Human Synergistics International. All Rights Reserved.
Page 3
Real Culture
is the root of your
organization’s success
Human Synergistics
Workplace Culture pioneer for more than 40 years
Focus
Assessments
Sample Questions
?
Improvement models
Engagement and many “Culture” Assessments
Organizational Culture:
Shared values & assumptions (Ideal Culture) that can
lead to behavioral norms & expectations (Current Culture)
Organizational Climate:
Shared perceptions and attitudes about the organization
Human Synergistics’ Organizational Culture Inventory®
(the most widely used and thoroughly researched culture
assessment)
1. Engagement survey
2. “Culture” survey
3. Great workplace survey
To what extent are people expected or implicitly
required to …?
Constructive
• Work to achieve self-set goals
• Cooperate with others
• Maintain their personal integrity
Passive/Defensive
• Conform
• Agree with everyone
• Check decisions with superiors
Aggressive/Defensive
• Point out flaws
• Outperform their peers
• Never make a mistake
Do you agree or disagree that …?*
•
•
•
•
•
•
•
•
•
At work, my opinions seem to count (1. Engagement)
I have the materials and equipment needed to do my job (1)
I clearly know what is expected of me (1)
There is a clear strategy for the future (2. “Culture”)
Teamwork rather than hierarchy is used to get things done (2)
This organization is responsive and changes easily (2)
Management delivers on its promises (3. Great Workplace)
We have special, unique benefits here (3)
Managers show appreciation for good work (3)
*Note: Some of these climate factors are measured by
Human Synergistics’ Organizational Effectiveness Inventory™
“How Culture Works” model, Planning for Change
process, Culture Roadmap, OCI® Interpretation &
Development Guide
Action plans and best practice examples
The most thorough customized culture report available
Reports limited to data tables, graphics and boilerplate
Accreditation (including workshops plus field
experience and practice debriefs)
Workshops
Integrated visual diagnostic system across
organizations, leaders, managers, teams, and
individuals.
Limited or no integration across organizations, teams,
and individuals
Global Change Circle of Accredited Consultants
Distributors or consultants—may lack consistency
Sustainable behavior change and effectiveness
Quick wins but often short-lived
Reporting
Education
Integrated Approach
Optional Support
Results
v. 2.0
How Culture Works Model
Assumptions
Espoused
Values
Structures
Individual
Level
Philosophy
Mission
Systems
Group Level
Goals
Strategy
Technology
(Job Design)
Organizational
Level
Skills/Qualities
Focus
Instrument
Measuring
Ideal Culture
Causal Factors
Current Culture
Outcomes
Organizational
Culture Inventory® – Ideal
Organizational
Effectiveness Inventory™
Organizational
Culture Inventory®
Organizational
Effectiveness Inventory™
Values and Beliefs
Levers for Change
Norms and Expectations
Effectiveness
Cooke, R.A. & Szumal, J.L. (2000). In Ashkanasy, N. M., et. al. (Eds.), Handbook of organizational culture and climate. Thousand Oaks, CA: Sage.
Organizational Culture Inventory® (OCI®) Circumplex
with Style Descriptions
are expected to gain
12 Members
enjoyment from their work and
produce high-quality products/services
are expected to set
11 Members
challenging but realistic goals and
are expected to be supportive,
1 Members
constructive, and open to influence in
solve problems effectively
their dealings with each other
are expected to avoid
10 Members
making mistakes, work long hours,
2
and keep “on top” of everything
are expected to
9 Members
operate in a “win-lose” framework
Members are expected to be
friendly, open, and sensitive to the
satisfaction of the work group
are expected to agree
3 Members
with, gain the approval of, and
and work against their peers to
be noticed
be liked by others
are expected to take
8 Members
charge and “control” others, and
are expected to conform,
4 Members
follow the rules, and make a good
make decisions autocratically
impression
are expected to gain status
7 Members
and influence by being critical and
are expected to do what
5 Members
they are told and clear all decisions
constantly challenging one another
Copyright © 2011, 1989, 1987, 1973, 1971
by Human Synergistics International.
All Rights Reserved.
with superiors
are expected to shift
6 Members
responsibilities to others and avoid
being blamed for mistakes
USA Offices Located In: Chicago – Plymouth/Ann Arbor – San Francisco
info@humansynergistics.com
Research & development by:
Robert A. Cooke, Ph.D.
and J. Clayton Lafferty, Ph.D.
800.622.7584 (US only)
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…
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