Organisational Culture assessment

Culture is defined by the attitudes and behaviours of the majority of people in the organisation. this includes what is encouraged, discouraged, accepted, or rejected within the group. It is the day to day of the collective, and because of that, it is hard to change. Culture can support and promote the organisation strategy or hinder it. When aligned with personal values, drives, and needs, culture can unleash significant amounts of energy toward a shared purpose and a thriving organisation.

This assessment is based on the Competing Values Framework, developed by Robert Quinn and Kim Cameron and it gives a classification of four organisational cultures, which indicate how an organisation operates, how employees collaborate and what the organisation’s core values are. 

 

org culture

Participation:  The online results of this “ORGANISATIONAL CULTURE” assessment can gives you a taste of what is possible when awareness is there and invites you to continue to explore the link between culture, people engagement and productivity. If you want to explore how cultural awareness can be used in your organisation including an example of an organisational level report Get In Touch!

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References:

  1. Kim S. Cameron etc: DIAGNOSING AND CHANGING ORGANIZATIONAL CULTURE, third addition

 

 

 

ASSESSMENT START HERE

The Assessment:  consists of 30 questions that you must rate to describe the organisational culture you have or prefer to have. The scale has 150 points where 0=very inaccurate, 10=moderately inaccurate, 20=slightly inaccurate, 30=slightly accurate, 40=moderately accurate, 50=very accurate.  It takes most people about 5 minutes to complete. Once submitted you will receive your results online.

Required fields are marked *

1.The organisation is a very personal place. It is like an extended family. People seem to share a lot of themselves. *
2.The organisation is a very dynamic and entrepreneurial place. People are willing to stick their necks out and take risks. *
3.The organisation is very results oriented. A major concern is with getting the job done. People are very competitive and achievement oriented. *
4.The organisation is a very controlled and structured place. Formal procedures generally govern what people do. *
5.The leadership in the organisation is generally considered to exemplify an aggressive, results-oriented, no-nonsense focus. *
6.The leadership in the organisation is generally considered to exemplify coordinating, organizing, or smooth-running efficiency *
7.The leadership in the organisation is generally considered to exemplify mentoring, facilitating, or nurturing. *
8.The leadership in the organisation is generally considered to exemplify entrepreneurship, innovating, or risk taking. *
9.The operational style in the organisation is characterized by security of employment, conformity, predictability, and stability in relationships. *
10.The operational style in the organisation is characterized by teamwork, consensus, and participation. *
11.The operational style in the organisation is characterized by individual risk-taking, innovation, freedom, and uniqueness. *
12.The operational style in the organisation is characterized by hard-driving competitiveness, high demands, and achievement. *
13.The glue that holds the organisation together is commitment to innovation and development. There is an emphasis on being on the cutting edge. *
14.The glue that holds the organisation together is the emphasis on achievement and goal accomplishment. Aggressiveness and winning are common themes. *
15.The glue that holds the organisation together is formal rules and policies. Maintaining a smooth-running organisation is important. *
16.The glue that holds the organisation together is loyalty and mutual trust. Commitment to this organisation runs high. *
17.The organisation emphasizes human development. High trust, openness, and participation persists. *
18.The organisation emphasizes acquiring new resources and creating new challenges. Trying new things and prospecting for opportunities are valued. *
19.The organisation emphasizes competitive actions and achievement. Hitting stretch targets and winning in the marketplace are dominant. *
20.The organisation emphasizes permanence and stability. Efficiency, control and smooth operations are important. *
21.The organisation defines success on the basis of the development of human talents, teamwork, employee commitment, and concern for people *
22.The organisation defines success on the basis of efficiency. Dependable delivery, smooth scheduling, and low-cost production are critical *
23.The organisation defines success on the basis of having unique or the newest products. It is a product leader and innovator *
24.The organisation define success on the basis of winning in the marketplace and outperforming the competition. Competitive market leadership is the key. *
25.What do people complain the most about? *
26.Which best describes the “mood” of your organisation? *
27.Which best describes the structure of people’s relationships? *
28.Which best describes the activities of leaders in your organisation? *
29.Which best describes people’s relationships to the organisation’s mission, vision, and or values? *
30.Which best describes an organisational culture you would like to be part of? *

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