The document discusses organizational culture and introduces the Organizational Culture Assessment Instrument (OCAI) to diagnose culture. The OCAI is based on the Competing Values Framework which includes four main culture types: clan, adhocracy, market, and hierarchy. It involves assessing six key aspects of culture to determine an organization's current and preferred cultures. Understanding differences can provide insights for initiatives to improve performance by better aligning culture and goals.
After studying this presentation, you should be able to Define organizational culture and describe its common characteristics. And many more points. and i think i have coverd all points.*
After studying this presentation, you should be able to Define organizational culture and describe its common characteristics. And many more points. and i think i have coverd all points.*
Introduction of organizational culture
Definition of organizational culture
Characteristics of organizational culture
Types of organizational culture
Importance of organizational culture
Strong vs Weak culture
Functions of organizational culture
Creating an ethical organizational culture
How employees can learn Organizational culture
This PPT is about: Value for Managers
-What are Values
-What do they mean for Managers, Importance
-How values can transform workplace
This Presentation is made as a part of MBA class assessment
Critically examine the concept of organizational culture and evaluate its significance on organizational behavior within the Aster Group-
According to Mullins, (2010) Organizational culture is the pattern of values, norms, customs, beliefs, attitudes assumptions and strategies that shape how Aster group deliver its housing services to the people. Aster group culture was based on the promise of improving homes to modern standards whilst keeping rents stable. Other key organizational culture identified in the Aster group included; efficiency, effectiveness, initiative, care, confidence, entrepreneurial, pacesetting, track record, ambitious, adventurous, proactive, innovative and teamwork.
Aster’s organizational leaders developed organization culture over time aiming to focus the organization to the particular goals and objectives while performing its objectives.
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
Introduction of organizational culture
Definition of organizational culture
Characteristics of organizational culture
Types of organizational culture
Importance of organizational culture
Strong vs Weak culture
Functions of organizational culture
Creating an ethical organizational culture
How employees can learn Organizational culture
This PPT is about: Value for Managers
-What are Values
-What do they mean for Managers, Importance
-How values can transform workplace
This Presentation is made as a part of MBA class assessment
Critically examine the concept of organizational culture and evaluate its significance on organizational behavior within the Aster Group-
According to Mullins, (2010) Organizational culture is the pattern of values, norms, customs, beliefs, attitudes assumptions and strategies that shape how Aster group deliver its housing services to the people. Aster group culture was based on the promise of improving homes to modern standards whilst keeping rents stable. Other key organizational culture identified in the Aster group included; efficiency, effectiveness, initiative, care, confidence, entrepreneurial, pacesetting, track record, ambitious, adventurous, proactive, innovative and teamwork.
Aster’s organizational leaders developed organization culture over time aiming to focus the organization to the particular goals and objectives while performing its objectives.
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
Organizational culture has a powerful effect on the performance and the long-term effectiveness of organizations. Organizational culture has the power to influence employee behaviors and increase employee commitment and productivity. Therefore, a clear understanding of organizational culture and how to effect its change is important for business leaders because it influences the way that organizations react to the changing demands of the business environment. The goal of this paper is to explore what is meant by organizational culture, why it is important, and how to change an established culture so that it is better aligned with the organization’s strategy.
This study seeks to validate the phenomenon of organizational culture types that purports to support
an organization’s performance. The study further determines if there is any substantive relevance to the
argument proposed by scholars in organizational culture theory that an organization’s culture predicating on
its performance,
Effect of Organizational Culture and Employee Performance of Selected Banks i...ijtsrd
This study determined the organizational culture and employee performance of selected banks in Anambra state. The specific objectives are to determine whether supportive culture has a significant influence on employees’ performance and evaluate the extent to which power culture has a significant influence on employees’ performance. This study adopted a survey research design. The population of the study consists of seven selected commercial banks operating in Anambra State, Nigerian. A questionnaire was used to generate data from targeted respondents. Data collected for the study were analyzed by the researcher using five point likert’s scale. The hypotheses were tested using a simple regression statistical tool with aid of SPSS version 20.0 at5 level of significance. The result of the analysis specifies that supportive and power culture is positively influenced the employee’s performance of Nigerian banks. Olise, Moses C | Okolocha, Chizoba B "Effect of Organizational Culture and Employee Performance of Selected Banks in Anambra State" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd42440.pdf Paper URL: https://www.ijtsrd.commanagement/hrm-and-retail-business/42440/effect-of-organizational-culture-and-employee-performance-of-selected-banks-in-anambra-state/olise-moses-c
This is the text info pg 239 and 240 that the attached instructions .docxglennf2
This is the text info pg 239 and 240 that the attached instructions talking about.
Chin, J. L. & Trimble, J. E. (2015).
Diversity and leadership.
Los Angeles, CA: Sage.
The Three Cs of Managing Diversity: Composition-Core-Climate Managing organizational diversity starts with developing an organization’s strategic planning to be inclusive of diversity and directed toward organizational and systemic change. It presumes a commitment to goals of diversity leadership. It makes the business case for training to move leaders and members toward a goal where diversity means good business; it brings in customers, expands the customer base, promotes a climate where all voices are included, and strives toward a workforce composition that is diverse and delivers its products or services in a culturally competent manner. The senior author has defined this to mean addressing the Three Cs of Diversity: recruiting and retaining a diverse Composition of the workforce and clientele, developing the Core of business products and services to be delivered in a culturally competent manner, and promoting a welcoming and inclusive workplace Climate within the organization. Moodian (2009) views contemporary leadership and leadership success as attainable through intercultural competence and stresses the importance of moving away from ethnocentric leadership philosophies given the growing dominance of diverse workforces and greater racial/ethnic heterogeneity of populations in countries throughout the world today. He suggests a strategic planning process or business plan that is inclusive of diversity and offers seven steps toward managing diversity for organizational change. “The business case is about capturing talent, understanding markets, utilizing diverse perspectives for innovation, knowing how and how not to pitch products, and ultimately, how to generate employee commitment” (Moodian, 2009, p. 39). The seven steps include the following: Generating Executive Commitment—Nothing happens in an organization without buy-in from the top. Diversity needs to be a goal embraced by leaders within an organization and starts with a visioning process. Assessment—This process helps the organization understand its current state regarding diversity. This essentially means doing a SWOT analysis of the Three Cs; this might include assessing composition of the workforce and its clientele, assessing policies and procedures that might pose internal barriers for hiring and promotion, assessing climate of the organization for inclusion and respect for all dimensions of diversity, and marketing strategies and business goals that are inclusive of diversity. This helps identify needs, set priorities, and to define goals and objectives for a strategic plan that is inclusive of diversity and provides data to serve as benchmarks. Diversity Council—The establishment of such councils provides a formal mechanism within the organization that serves the purpose of getting feedback to and f.
Organisational culture as a Determinant of organisational developmentinventionjournals
International Journal of Engineering and Science Invention (IJESI) is an international journal intended for professionals and researchers in all fields of computer science and electronics. IJESI publishes research articles and reviews within the whole field Engineering Science and Technology, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Leadership and Organizational Culture Linking CEOCharacteri.docxsmile790243
Leadership and Organizational Culture: Linking CEO
Characteristics to Cultural Values
Tomas R. Giberson Æ Christian J. Resick Æ
Marcus W. Dickson Æ Jacqueline K. Mitchelson Æ
Kenneth R. Randall Æ Malissa A. Clark
Published online: 26 April 2009
� Springer Science+Business Media, LLC 2009
Abstract
Purpose The purpose of this study was to empirically
examine organizational culture theorists’ assertions about the
linkages between leadership and the cultures that emerge in
the organizations they lead. Specific hypotheses were
developed and tested regarding relationships between chief
executive officers’ (CEO’s) personality traits, and the cultural
values that are shared among their organization’s members.
Design/Methodology/Approach Thirty-two CEOs com-
pleted measures of the Big-Five personality traits and
personal values. A total of 467 employees across the 32
organizations completed a competing values measure of
organizational culture.
Findings Results indicate support for several hypothe-
sized relationships between CEO personality and cultural
values. Exploratory analyses indicated that several CEO
personal values were related to culture values.
Implications Organizations need to seriously consider the
‘‘fit’’ between the current or desired organizational culture
and CEO characteristics. Organizations attempting to
change fundamental aspects of its functioning may need
significant behavioral—or personnel—changes at the top of
the organization in order to achieve those changes.
Originality/Value This is the first empirical study to
establish a link between specific CEO characteristics and
the cultural values of their organizations. This study pro-
vides evidence that CEO characteristics are felt throughout
the organization by impacting the norms that sanction or
discourage member behavior and decision making, and the
patterns of behavior and interaction among members.
Keywords CEO characteristics � Organizational culture �
Leadership � ASA theory � Multi-level research
Introduction
Organizational culture is a topic of considerable interest to
organizational researchers, management consultants, and
corporate executives alike. For example, organizational
culture has been described as a management tool (Trice and
Beyer 1993), credited with creating a competitive advan-
tage (Bennis and Nanus 1985), as the reason behind merger
and acquisition failure (Donahue 2001), and for providing
the basis for success (Denison 1990). An organization’s
culture is also thought to be intricately related to its lead-
ership, particularly its upper echelon leaders (e.g., Bennis
1986; Davis 1984; Quinn and McGrath 1984; Schein 2004;
Trice and Beyer 1993). Yet, as Schneider and Smith (2004)
noted, there is plenty of theory suggesting that leaders have
an effect in their organizations, but little empirical study of
the linkages between leaders’ individual differences and
organizational characteristics and success.
R ...
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Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
In the Adani-Hindenburg case, what is SEBI investigating.pptx
DIAGNOSING ORGANISATIONAL CULTURE BY USING OCAI
1. [BUHRM 3701- MANAGEMENT OF CHANGE AND
ORGANIZATIONAL DEVELOPMENT]
January 8, 2014
ABSTRACT
Organizational culture is a key source of competitive advantage. There is a
demonstrated relation between organizational culture and organizational performance. This
paper reviews research in the field and introduce a model for understanding, diagnosing and
changing organizational culture. The main advantage of a new model is based on regarding
culture as the management and work practices that are either hindering or helping an
organization’s bottom line performance.
Diagnosing Organizational Culture
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Table of Contents
ABSTRACT............................................................................................................................................ 1
1.0 INTRODUCTION ............................................................................................................................ 3
2.0
Organizational Culture ............................................................................................................. 4
2.1 The Comparative Measurement of Organizational Cultures ............................................... 4
3.0
The Organizational Culture Assessment Instrument or OCAI ........................................... 5
3.1
The Clan Culture ................................................................................................................... 6
3.2
The Adhrocracy Culture ....................................................................................................... 6
3.3
The Market Culture ............................................................................................................... 6
3.4
The Hierarchy Culture .......................................................................................................... 7
CONCLUSION ...................................................................................................................................... 8
REFERENCES ...................................................................................................................................... 9
Diagnosing Organizational Culture
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1.0 INTRODUCTION
Organizational culture is a key source of competitive advantage. Understanding,
diagnosing and conducting interventions to change organizational culture will impact the
overall performance. This paper reviews research in the field and introduce an organizational
culture model to obtain insights and initiate interventions to increase performance.
The paper begins by discussing the concept of organizational culture and the impact on
organizational performance. Most organizational scholars and observers now recognize that
organizational culture has a powerful effect on the performance and long-term effectiveness
of organizations (Cameron and Ettington, 1998). This paper also briefly addresses the
meaning of the term organizational culture. To understand how culture change can enhance
organizational performance, it is important that we make clear what is and is not culture. All
this establishes a groundwork for introducing framework of the core dimensions of
organizational culture. Along with the framework, it introduce an instrument and a method for
diagnosing and initiating cultural change. And also provide some examples of companies
that have successfully implemented the methodology.
Organizational Culture Assessment Instrument (OCAI) is used to diagnose
organization’s culture. Although there are a variety of ways to assess organizational culture,
this instrument has been found to be both useful and accurate in diagnosing important
aspects of an organization’s underlying culture and it has been found to predict
organizational performance. The model of the Competing Values Framework which consists
of four Competing Values that correspond with four types of organizational culture.
Diagnosing Organizational Culture
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2.0 Organizational Culture
There is considerable agreement as to the general definition of organizational culture
and most cultural models and diagnosis tools define culture as a system of shared values
and beliefs that produce norms of behavior and establish an organizational way of life
(Koberg & Chusmir, 1987, p.397). According to Schein’s (1981, 1985, 1992) theory,
organizational culture is defined as a pattern of shared basic assumptions that the group
learned as it solved its problems of external adaptation and internal integration, that has
worked well enough to be considered valid and, therefore, to be taught to new members as a
correct way to perceive, think and feel in relation to those problems.
Schein considers culture to be a three layer phenomenon, they are artifacts and
behaviors, espoused values, and assumptions. Artifacts are the most superficial
manifestations of culture, and basic assumptions, the deepest layer of culture have been
typically studied using qualitative approaches. Values and behavioral patterns have been
measured using quantitative instruments. Organizational values refer to the principles which
underlie patterns of behaviors and norms. Patterns of behaviors and norms have been
defined as the way of thinking, behaving, and believing that members of a social unit have in
common (Cooke and Rousseau, 1988). Compared to values, behavioral norms would be
easier to learn and they could be readily influenced by the organization, through the
management practices. Hofstede (1990)’s data shows that the different organizations within
the same national culture could be distinguished from the behavioral norms (day-to-day
practices) they differently adopt and not from their values. Because of their sensitivity to
change and to inter-organizations variations, behavioral norms questionnaires produce
information particularly useful for the purpose of intervention.
2.1 The Comparative Measurement of Organizational Cultures
Organizational culture researchers have long debated whether cultures can be
compared and measured. Some researchers have concluded that the deeper levels of
culture such as symbolic meaning, semiotics, and underlying beliefs and assumptions are no
subject to comparative analysis and are best understood through clinical or ethnographic
methods (Schein, 1992; Van Maanen, 1988). Whereas other culture researchers, while
acknowledging the limitations of comparative research for understanding the deeper levels of
culture, have persisted in the development of systematic approaches to comparative
measurement.
Diagnosing Organizational Culture
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Another approach is based on the Competing Values Framework for cultural
assessment distilled by Quinn and Rorbaugh (1983) from analysis of Campbell’s longer list
into a four dimensional pattern such as clan, adhocracy, hierarchy and market.
3.0 The Organizational Culture Assessment Instrument or OCAI
The Organizational Culture Assessment Instrument (OCAI) is a tool for diagnosing
organizational culture, developed by Professors Robert Quinn and Kim Cameron. OCAI is a
validated instrument, based on the Competing Values Framework, and used by thousands of
companies worldwide (www.ocai-online.com). . OCAI offers quick, identifiable diagnosis with
a visual profile. The model of the Competing Values Framework which consists of four
Competing Values that correspond with four types of organizational culture. Every
organization has its own combination of these four types of organizational cultures (clan,
adhocracy, hierarchy and market). Test takers assess six key characteristics of their
corporate culture, they are dominant characteristics, organizational leadership, management
of employees, organization glue, strategic emphasis and criteria of success (Cameron and
Quinn, 1999).
Flexibility & discretion
Clan
Adhocracy
Internal Focus
& Integration
External Focus &
Diferentiation
Hierarchy
Market
Stability & control
Diagnosing Organizational Culture
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3.1
January 8, 2014
The Clan Culture
This working environment is a very pleasant place to work, where people share a lot
of personal information, much like an extended family (www.ocai-online.com). The leaders or
heads of the organization are seen as mentors and perhaps even parent figures. The
organization is held together by loyalty or tradition. The organization emphasizes the longterm benefit of human resources 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 example
of a clan-type organization in the United States was People Express Airlines in its first five
years of operation until its founder, Don Burr, encountered financial difficulties that led him to
sell the company to avoid bankruptcy. Burr brought with him several other officials from
Texas Air and within two years has defied all experts’ predictions by turning a profit. It is the
most dramatic study of the history of the airline industry.
3.2
The Adhrocracy Culture
A dynamic, entrepreneurial, and creative place to work. People stick out their necks
and take risks. The leaders are considered innovators and risk takers. The glue that holds
the organization together is commitment to experimentation and innovation (Cameron, K. &
Quin, R., 1999). 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 and the
organization encourages individual initiative and freedom (http://ocai.wordpress.com).
Sometimes adhocracy subunit culture existing within a hierarchy was described in the study
that occurred in the Department of Mental Hygiene in the state government of New York
(Quinn and Cameron, 1983). In its first five years of existence, the department was organized
as an adhocracy.
3.3
The Market Culture
A result-oriented organization whose 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 the 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. The General Electric
Diagnosing Organizational Culture
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culture under Jack Welch was known as a highly competitive, results, take no prisoners type
of culture. It reflected a stereotypical market culture (Quinn and Cameron, 1983).
3.4
The Hierarchy Culture
A very formalized and structured place to work. Procedures govern what people do.
The leaders pride themselves on being good coordinators and organizers who are efficiencyminded. Maintaining a smooth-running organization is most critical. Formal rules and policies
hold the organization together. The long-term concern is stability and performance with
efficient and smooth operations. Success is defined in terms of dependable delivery, smooth
scheduling and low cost. The management of employee is concerned with secure
employment and predictability. Organizations ranging from a typical U.S. fast-food restaurant
such as McDonald’s to major conglomerates like Ford Motor Company and government
agencies such as Justice Department provide prototypical examples of a hierarchical culture
(Quinn and Cameron, 1983).
A quantitative starting point completed with qualitative information, consensus about
current and preferred culture, the momentum for change, and basic for the successful and
sustainable change. The OCAI way: 21st Century Change, engaging and inclusive. The
problem with organizational culture change is about 70% fails because it does not fit into the
current culture and it is ordered in a command and control way and causes resistance. The
things is we cannot change others. We have to change collectively to make a real,
sustainable change as an organization.
There are some reasons why use the OCAI for diagnosing culture in organizations. First, it
gives a validated and quantified image of overall culture as a starting point for change.
Second, it is timely and focused. It measured six key aspects that make a difference for
success, and both assessment and change strategy can be done quickly. Third, it is involved
as it is easy to include all the personnel and gives an idea of employee satisfaction, based on
discrepancies between current and preferred culture. Fourth, it is manageable with a step-bystep method for change and it supplies a clear vision on the preferred culture that can be
adapted to become a road map for change, that will mobilize the organization to sustainable
change (www.ocai-online.com).
Diagnosing Organizational Culture
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8. [BUHRM 3701- MANAGEMENT OF CHANGE AND
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January 8, 2014
CONCLUSION
Research shows a powerful effect on the performance and long-term effectiveness of
organizations. Culture comprises the collective assumptions and it determines behavior,
performance and turnover, customer satisfaction and reputation, market share and
competitiveness. The Organization Culture Assessment Instrument (OCAI) is an instrurment
that allows us to diagnose the dominant orientation of the organization based on these core
culture types. Two major polarities of values were found to determine organization’s
effectiveness. By rating six key aspects of organizational culture that were found to
determine success, the respondent assesses the current and preferred organizational
culture. The outcome is based on Competing Values Framework and consists of four culture
types that are clan culture, adhocracy culture, market culture and hierarchy culture. And
because the world is changing rapidly, most organizations have to adapt to survive and
succeed. Sustainable change is possible when executives and employees change their
working culture and behavior and thus their results.
Diagnosing Organizational Culture
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REFERENCES
Cameron, K. S., Quinn, R. E. 1999. Diagnosing and changing organizational culture: Based
on the competing values framework. Reading, MA: Addison-Wesley.
Cooke, R. A., Lafferty, J. C. 1989. Organizational Culture Inventory, Plymouth: Human
Synergistics.
Hofstede, G., Neuijen, B., Ohayv, D. D., Sanders, G. 1990. Measuring organizational
cultures: A qualitative and quantitative study across twenty cases. Administrative
Science Quarterly, 35, 286-316.
Koberg, C. S., & Chusmir, L. H. 1987. Organizational culture relationships with creativity and
other job-related variables. Journal of Business Research, 15, 397-409.
Quinn, R. E., Rohrbaugh, J. 1983. A spatial model of effectiveness criteria: Towards a
competing values approach to organizational analysis. Management Science, 29,
363-377.
Quinn, Robert E., and Cameron, Kim S. “Organizational Life Cycles and Shifting
Criteria of Effectiveness.” Management Science, 1983, 29, 33–51.
Schein, E. 1992. Organizational culture and leadership. San Fransisco, CA: Jossey-Bass.
From Internet:
Bremer, M. 2010. Organizational Culture Assessment Instrument (OCAI) explained.
Retrieved January 7, 2014, from, http://www.ocai-online.com/about-theOrganizational-Culture-Assessment-Instrument-OCAI
Diagnosing Organizational Culture
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