1. The Organizational Culture Assessment Instrument (OCAI)
(Cameron, K. & Quinn, R., 2006)
The OCAI consists of 6 items. Each item has four alternatives. Divide 100 points among these four
alternatives, depending on the extent to which each alternative is similar to your own organization.
Give a higher number of points to the alternative that is most similar to your organization. Just be
sure that your total equals 100 for each item. Complete the column “Now” to assess the current
situation in your organization. After you have completed the “Now” column, rate your organization as
you think it should be in 5 years in order to be spectacularly successful. Write your responses in the
“Preferred” column.
1. Dominant Characteristics Now Preferred
A. The organization is a very personal space. It is like an
extended family. People seem to share a lot of
themselves.
5 3
B. The organization is a very dynamic and entrepreneurial
place. People are willing to stick their necks out and
take risks.
10 5
C. The organization is very results-oriented. A major
concern is with getting the job done. People are very
competitive and achievement-oriented.
60 75
D. The organization is a very controlled and structured
place. Formal procedures generally govern what
people do.
20 17
Total 100 100
2. Organizational Leadership Now Preferred
A. The leadership in the organization is generally
considered to exemplify mentoring, facilitating, or
nurturing.
10 0
B. The leadership in the organization is generally
considered to exemplify entrepreneurship, innovation,
or risk taking.
20 0
C. The leadership in the organization is generally
considered to exemplify a no-nonsense, aggressive,
results-oriented focus.
10 0
D. The leadership in the organization is generally
considered to exemplify coordinating, organizing, or
smooth-running efficiency.
60 100
Total 100 100
3. Management of Employees Now Preferred
A. The management style in the organization is
characterized by teamwork, consensus, and
participation.
50 70

2. 2
B. The management style in the organization is
characterized by individual risk-taking, innovation,
freedom, and uniqueness.
15 10
C. The management style in the organization is
characterized by hard-driving competitiveness, high
demands, and achievement.
10 10
D. The management style in the organization is
characterized by security of employment, conformity,
predictability, and stability in relationships.
25 10
Total 100 100
The Organizational Culture Assessment Instrument
4. Organization Glue Now Preferred
A. The glue that holds the organization together is
loyalty and mutual trust. Commitment to this
organization runs high.
20 35
B. The glue that holds the organization together is
commitment to innovation and development. There is
an emphasis on being on the cutting edge.
10 5
C. The glue that holds the organization together is the
emphasis on achievement and goal accomplishment.
30 10
D. The glue that holds the organization together is
formal rules and policies. Maintaining a smooth-
running organization is important.
40 50
Total 100 100
5. Strategic Emphases Now Preferred
A. The organization emphasizes human development.
High trust, openness, and participation persist.
20 20
B. The organization emphasizes acquiring new resources
and creating new challenges. Trying new things and
prospecting for opportunities are valued.
30 40
C. The organization emphasizes competitive actions and
achievement. Hitting stretch targets and winning in
the marketplace are dominant.
10 10
D. The organization emphasizes permanence and
stability. Efficiency, control, and smooth operations
are important.
40 30
Total 100 100
6. Criteria of Success Now Preferred

3. 3
A. The organization defines success on the basis of the
development of human resources, teamwork,
employee commitment, and concern for people.
30 25
B. The organization defines success on the basis of
having the most unique or newest products. It is a
product leader and innovator.
20 20
C. The organization defines success on the basis of
winning in the marketplace and outpacing the
competition. Competitive market leadership is key.
40 50
D. The organization defines success on the basis of
efficiency. Dependable delivery, smooth scheduling,
and low-cost production are critical.
10 5
Total 100 100
Worksheet for Scoring the OCAI
“Now” Scores “Preferred” Scores
5 1A 3 1A
10 2A 0 2A
50 3A 70 3A
20 4A 35 4A
20 5A 20 5A
30 6A 25 6A
135 Sum (total of A
Responses)
153 Sum (total of A
Responses)
22.5 Average (sum divided by 6) 25.5 Average (sum divided by 6)
10 1B 5 1B
20 2B 0 2B
15 3B 10 3B
10 4B 5 4B
30 5B 40 5B
20 6B 20 6B
105 Sum (total of B Responses) 80 Sum (total of B Responses)
17.5 Average (sum divided by 6) 13.3 Average (sum divided by 6)
60 1C 75 1C

4. 4
10 2C 0 2C
10 3C 10 3C
30 4C 10 4C
10 5C 10 5C
40 6C 50 6C
160 Sum (total of C Responses) 155 Sum (total of C Responses)
26.7 Average (sum divided by 6) 25.8 Average (sum divided by 6)
20 1D 17 1D
60 2D 100 2D
25 3D 10 3D
40 4D 50 4D
40 5D 30 5D
10 6D 5 6D
195 Sum (total of D
Responses)
212 Sum (total of D
Responses)
32.5 Average (sum divided by 6) 35.3 Average (sum divided by 6)

5. 5
Organizational Culture Profile
The Clan Culture
A very friendly place to work where
people share a lot of themselves. It is like
an extended family. The leaders, or head
of the organization, are considered to be
mentors and, maybe even, parent figures.
The organization is held together by
loyalty or tradition. Commitment is high.
The organization emphasizes the long-
term benefit of human resource
development and attaches great
importance to cohesion and morale.
Success is defined in terms of sensitivity
to customers and concern for people.
The organization places a premium on
teamwork, participation, and consensus.
The Adhocracy Culture
A dynamic, entrepreneurial, and creative
place to work. People stick their necks
out and take risks. The leaders and
considered to be innovators and risk-
takers. The glue that holds the
organization together is commitment to
experimentation and innovation. The
emphasis is on being on the leading
edge. The organization’s long-term
emphasis is on growth and acquiring new
resources. Success means gaining unique
and new products or services. Being a
product or service leader is important.
The organization encourages individual
initiative and freedom.
The Hierarchy Culture
A very formalized and structure place to
work. Procedures govern what people
do. The leaders pride themselves on
being good coordinators and organizers,
who are efficiency-minded. Maintaining a
smooth-running organization is most
critical. Formal rules and policies hold the
organization together. The long-term
concern is on stability and performance
with efficient, smooth operations.
Success is defined in terms of dependable
delivery, smooth scheduling, and low
cost. The management of employees is
concerned with secure employment and
predictability
The Market Culture
A results oriented organization. The
major concern is getting the job done.
People are competitive and goal-
oriented. The leaders are hard drivers,
producers, and competitors. They are
tough and demanding. The glue that
holds the organization together is an
emphasis on winning. Reputation and
success are common concerns. The long-
term focus is on competitive actions and
achievement of measurable goals and
targets. Success is defined in terms of
market share and penetration.
Competitive pricing and market
leadership are important. The
organizational style is hard-driving
competitiveness.

6. 6
Organizational Culture Profile
The Clan Culture
An organization that focuses on internal
maintenance with flexibility, concern for
people, and sensitivity to customers.
The Adhocracy Culture
An organization that focuses on external
positioning with a high degree of
flexibility and individuality.
The Hierarchy Culture
An organization that focuses on internal
maintenance with a need for stability and
The Market Culture
An organization that focuses on external
positioning with a need for stability and
10
20
30
40
50
10
20
30
40
50
CLAN (A) ADHOCRACY (B)
HIERARCHY (D) MARKET (C)
Flexibility and Discretion
Stability and Control
ExternalFocusandDifferentiation
InternalFocusandIntegration

7. 7
control. control.