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Organizational Culture Change: Use OCAI

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This presentation gives an overview of the theory and practice of the validated Organizational Culture Assessment Instrument (by Cameron & Quinn) that is freely available on http://www.ocai-online.com

This presentation gives an overview of the theory and practice of the validated Organizational Culture Assessment Instrument (by Cameron & Quinn) that is freely available on http://www.ocai-online.com

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Organizational Culture Change: Use OCAI Presentation Transcript

  • 1. Organizational Culture Assessment Instrument
      • www.ocai-online.com
  • 2. In this presentation:
    • We’ll discuss:
    • Organizational Culture and its importance
    • The Organizational Culture Assessment Instrument: its theory
    • The OCAI online survey: how it works
    • OCAI profile: how to interpret the information
    • OCAI options: how and when to use it
  • 3. Organizational Culture and its importance
      • www.ocai-online.com
  • 4. What is culture:
    • Culture comprises the collective assumptions and “the way we do things around here”
    • People copy, coach and correct each other to fit into this collective Culture and be part of the group
  • 5. Why work with culture:
    • “The way we do things around here” determines:
    • Behavior, and thus:
    • Performance and Turnover,
    • Customer Satisfaction and Reputation,
    • Market share and Competitiveness
    • Employee Retention, etc.
  • 6. Make culture work:
    • Avoid the 50-75% failing change projects because they don’t match with culture…
    • Utilize culture, engage your people and turn any resistance into momentum and successful change
    • Make culture work for your organization!
  • 7. Organizational Culture Assessment: basics
      • www.ocai-online.com
  • 8. What is OCAI:
    • Organizational Culture Assessment Instrument
    • Developed by professors Cameron & Quinn
    • Based on the Competing Values Framework
    • Researched and Validated
    • Used by over 10,000 organizations worldwide
  • 9. OCAI offers:
    • Quick, identifiable diagnosis with a visual profile
    • A quantitative starting point completed with qualitative information
    • Consensus about current and preferred culture
    • Momentum for change
    • A clear format to change that you customize to your situation
    • Basis for successful and sustainable change
  • 10. Users said:
    • ‘ It is a very useful tool. It provides a quick and easy way for the key players in the organization to look at where they agree and disagree. It then provides a way to help the rest of the organization to understand culture and to understand what the leadership seeks. I highly recommend it.’ Jo McDermott, Principal at Catalyst for Change Consulting
  • 11. OCAI model
      • www.ocai-online.com
  • 12. Competing values
    • The OCAI is based on the Competing Values Framework
    • 2 major polarities of values were found to determine organization’s effectiveness:
        • Internal versus external focus
        • Stability versus flexibility
  • 13. Quadrant 4 Culture Types
  • 14. Clan culture
    • Internal focus & flexibility
    • ‘Family’: friendly
    • Leader type: father, mentor
    • Communication, commitment, development
    • Theory = High commitment and solidarity produce effectiveness
  • 15. Adhocracy culture
    • External focus & flexibility
    • Dynamic, entrepreneurial, creative
    • Leader type: innovator, entrepreneur
    • Innovation, agility, transformation
    • Theory = Innovativeness, growth and creativity produce effectiveness
  • 16. Market culture
    • External focus & stability
    • Result orientated, competitive
    • Leader type: hard-driver, demanding
    • Market share, goal achievement, profitability
    • Theory = Goal achievement, market share, numbers produce effectiveness
  • 17. Hierarchy culture
    • Internal focus & stability
    • Formal attitude, structure, procedures
    • Leader type: coordinator, organizer
    • Efficiency, reliability, timeliness, consistency
    • Theory = Efficiency, timeliness and consistency produce effectiveness
  • 18. OCAI online survey
      • www.ocai-online.com
  • 19. 6 key dimensions of culture:
    • Dominant characteristics
    • Organizational leadership
    • Management of employees
    • Organization glue
    • Strategic emphasis
    • Criteria of success
  • 20. The assessment:
    • Divide 100 points over 4 descriptions that correspond with the 4 culture types
    • Dividing points is just like real life, where you have to divide your time, energy and money
    • Assess each of the 6 key dimensions for the current situation
  • 21. Select OCAI One:
  • 22. After question 1:
  • 23. Complete the assessment:
    • Assess each of the 6 key dimensions for the current situation
    • Then, assess each of the 6 key dimensions for the preferred situation (let’s say in 5 years)
    • Your personal Culture Profile is emailed to your address immediately after completion
    • OCAI One is free for individual participants
  • 24. OCAI Profile: the info
      • www.ocai-online.com
  • 25. OCAI cultural profile Now Preferred Clan 40,32 39,26 Adhocracy 26,02 27,41 Market 13,38 11,39 Hierarchy 20,28 21,94 100 100
  • 26. The profile shows:
    • Dominant organizational Clan Culture, followed by Adhocracy Culture. Focus on flexibility and professional freedom.
    • Hardly any difference Current versus Preferred culture. “I’m content.” “I don’t want change.”
    • A strong dominant culture of about 40 points.
    • Discuss this profile with colleagues!
  • 27. The profile shows (2):
    • ‘Congruence’ on 6 cultural aspects: are all 6 dominant in the same culture type?
    • Comparison with other organizations
    • The developmental phase of the organization: starting as a pioneer in adhocracy, growing in clan, structuring in hierarchy and assuring results in market culture.
  • 28. OCAI Pro:
    • An online account for a team or organization
    • One price – for any number of participants
    • Start and close it yourself and track the number of participants (but not who they are)
    • Results of all respondents are combined in a report with collective profiles of the current and preferred culture, incl 6 key aspects of culture.
  • 29. OCAI Enterprise:
    • An online assessment for an organization
    • With as many sub-profiles as you like (price for number of profiles – not participants):
    • E.g. executives and employees, 4 different locations or Marketing and Production etc.
    • An extensive report with collective profiles of the current and preferred culture, incl 6 aspects of culture, plus all sub profiles explained
  • 30. OCAI Extra’s:
    • OCAI Preparation Kit : a practical guide to start and monitor the culture assessment
    • OCAI Work Kit : a practical guide and road map for a one- or two-day OCAI workshop in your organization. With an easy-to-use PowerPoint presentation and tables that help you concretize culture, define behavioral change, take action
    • Interview with prof. Kim Cameron & essay Positive Energizers
  • 31. OCAI Workshop:
    • The current & preferred cultural profile is the quantitative starting point for solid change
    • Easy to follow format for a change process that you customize to your situation
    • Get qualitative information in the workshop
    • Engage employees
    • Reach consensus, solve objections and resistance
    • Elaborate to concrete behavior: real change!
  • 32. Using the OCAI for…
      • www.ocai-online.com
  • 33. OCAI is used:
    • To help make change, restructuring or downsizing successful
    • To assess a possible merger
    • To help improve leadership &employee retention
    • To check employee satisfaction
    • To enhance organizational performance
    • To help hiring the right people to fit into culture
  • 34. Using OCAI+workshop:
    • Turning resistance into cooperation
    • Clarity on where you stand now and where you want to go: a clear motivating vision
    • Using information and energy from all levels in the organization; employee engagement
    • Realistic plans, momentum to change, hidden conflicts solved: successful, sustainable change
  • 35. Utilize OCAI:
    • See how your team or organization can engage in successful, sustainable change
    • Change culture, change behavior, change performance.
    • Use the easy OCAI format to realize your tailor made successful change. Good luck!