A number of instruments exist for assessing organizational culture. This is not easy
because culture is concerned with both subjective beliefs and unconscious assumptions
(which might be difficult to measure), and with observed phenomena such as
behavioural norms and artefacts. Two of the better-known instruments are summarized
below.
Organizational ideology questionnaire
This questionnaire deals with the four orientations referred to earlier (power, role, task, self). The questionnaire is completed by ranking statements according to views on what is closest to the organization’s actual position. Statements include:
● A good boss is strong, decisive and firm but fair.
● A good subordinate is compliant, hard-working and loyal.
● People who do well in the organization are shrewd and competitive, with a strong need for power.
● The basis of task assignment is the personal needs and judgements of those in authority.
● Decisions are made by people with the most knowledge and expertise about the problem.
Organizational culture inventory
This instrument assesses organizational culture under 12 headings:
1. Humanistic-helpful – organizations managed in a participative and personcentred way.
2. Affiliative – organizations that place a high priority on constructive relationships.
3. Approval – organizations in which conflicts are avoided and interpersonal relationships are pleasant – at least superficially.
4. Conventional – conservative, traditional and bureaucratically controlled organizations.
5. Dependent – hierarchically controlled and non-participative organizations.
6. Avoidance – organizations that fail to reward success but punish mistakes.
7. Oppositional – organizations in which confrontation prevails and negativism is rewarded.
8. Power – organizations structured on the basis of the authority inherent in members’ positions.
9. Competitive – a culture in which winning is valued and members are rewarded for out-performing one another.
10. Competence/perfectionist – organizations in which perfectionism, persistence and hard work are valued.
11. Achievement – organizations that do things well and value members who set and accomplish challenging but realistic goals.
12. Self-actualization – organizations that value creativity, quality over quantity, and both task accomplishment and individual growth.
Organizational ideology questionnaire
This questionnaire deals with the four orientations referred to earlier (power, role, task, self). The questionnaire is completed by ranking statements according to views on what is closest to the organization’s actual position. Statements include:
● A good boss is strong, decisive and firm but fair.
● A good subordinate is compliant, hard-working and loyal.
● People who do well in the organization are shrewd and competitive, with a strong need for power.
● The basis of task assignment is the personal needs and judgements of those in authority.
● Decisions are made by people with the most knowledge and expertise about the problem.
Organizational culture inventory
This instrument assesses organizational culture under 12 headings:
1. Humanistic-helpful – organizations managed in a participative and personcentred way.
2. Affiliative – organizations that place a high priority on constructive relationships.
3. Approval – organizations in which conflicts are avoided and interpersonal relationships are pleasant – at least superficially.
4. Conventional – conservative, traditional and bureaucratically controlled organizations.
5. Dependent – hierarchically controlled and non-participative organizations.
6. Avoidance – organizations that fail to reward success but punish mistakes.
7. Oppositional – organizations in which confrontation prevails and negativism is rewarded.
8. Power – organizations structured on the basis of the authority inherent in members’ positions.
9. Competitive – a culture in which winning is valued and members are rewarded for out-performing one another.
10. Competence/perfectionist – organizations in which perfectionism, persistence and hard work are valued.
11. Achievement – organizations that do things well and value members who set and accomplish challenging but realistic goals.
12. Self-actualization – organizations that value creativity, quality over quantity, and both task accomplishment and individual growth.
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