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30.0 DIAGNOSING ORGANIZATIONAL CULTURE

Ranking key: 4 = the dominant view or your most preferred alternative

3 = the next most dominant view or preferred alternative
2 = the next most dominant view or preferred alternative
1 = the least dominant view or least preferred alternative

EXISTING PREFERRED
CULTURE CULTURE

1. Members of the organisation are expected to give first priority to

a. meeting the needs and demands of their supervisors and
high-level people in the organization

b. carrying out the dunes of their own jobs; staying within

the policies and procedures related to their jobs

c. to
do things

d. co-operating with the people with whom they work, to

solve organisational problems

2. People who do well in the organization tend to be those who

a. know how to please their supervisors and are able and
willing to use power and politics to get ahead

b. play by the rules, work within the system, and strive

to do things correctly

c. are technically competent and effective, with a strong

commitment to getting the job done

d. build close working relationship with others by being

co-operative, responsive and caring

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3. The organization treats individuals

a. of
persons at higher levels in the hierarchy

b. purchased
through a contract, with right and obligations for both sides

c. the
achievement of common purpose

d. who
care about and support another

4. People are managed, directed or influenced by

a. People in positions of authority, who exercise their power
through the use of reward and punishments

b. the systems, rules and procedures that prescribe what

people should do and the right way of doing it

c. their own commitment to achieving the goals of the

organization

d. their own desire to be accepted by others and to be good

members of their work group

5. Decision-making processes are characterized by

a. directives, orders and instructions that come down from

High levels

b. the adherence to formal channels and reliance on policies

and procedures for making decisions

c. decisions being made close to the point of action; by the

people on the spot

d. the use of consensus decision-making methods to gain

acceptance and support decisions

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6. Assignment of tasks or jobs to individuals are based on

a. the personal judgments, values and wishes of those in

positions of power

b. the needs and plans of the organization and the rules of the
system (senior qualification, etc)

c. matching the requirements of the job with foe interest and

abilities of the individuals

d. the use of consensus decision-making methods to gain

acceptance and support decisions

7. Employees are expected to be

a. hard working, complaint, obedient, and loyal to the interest
of those to whom they report

b. responsible and reliable, carrying out the duties and

responsibilities of their jobs and avoiding actions that could
surprise or embarrass their supervisors
c. self-motivated and competent, willing to take the initiative
to get things done, willing to challenge those to whom they
report if that is necessary to obtain good results

d. good team workers, supportive and co-operative, who get

along well with others

8. Managers and supervisors are expected to be

a. strong decisive, firm but fair

b. impersonal and proper, avoiding the exercise of authority

for their own advantage

c.
the task

d. supportive, responsive and concerned about the personal

concerns and needs of those whose work they supervise

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9. It is considered legitimate for one person to tell another what to do when
a. he or she has more power, authority or clout in the
organization

b. it is part of the responsibilities included in his or her job

description

c. he or she has greater knowledge and expertise and uses it to

guide the other person or teach him or her to do the work

d. the other person asks for his or her help, guidance or advice

10. Work motivation is primarily the results of

a. hope for rewards, fear of punishment or personal loyalty to
the supervisor.

b.

c. strong desire to achieve, to create and to innovate and peer

pressure to contribute to the success of the organization

d. people wanting to help others and to develop and maintain

satisfying working relationships

11. Relationships between work groups or departments are generally

a. competitive, with both looking out for their own interests
and helping each other only when they can see some
advantage for themselves by doing so

b. characterized by indifference toward each other, helping

each other only when it is convenient or when they are
directed by higher levels to do so.

c. co-operative when they need to achieve common goals.

People are normally willing to cut red tape and cross
organizational boundaries in order to get the job done

d. friendly, with a high level of responsiveness to requests for

help from other groups

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12. Inter group and interpersonal conflicts are usually
a. competitive, with both looking out for their own interests
and helping each other only when they can see some
advantage for themselves by doing so

b. avoided by reference to rules, procedures and formal

definitions of authority and responsibility

c. resolved through discussions aimed at getting the best

outcomes possible for the work issues involved

d. dealt with in a manner that maintains good working

relationships and minimizes the chances of people
being hurt

13. The larger environment outside the organization is responded to as though it

were
a. a jungle, where the organization is in competition for
Survival with others

b. an orderly system in which relationships are determined by

structures and procedures and where everyone is expected
to abide by the ru.es

c. a competition for excellence in which productivity, quality

and innovation bring success

d. a community of interdependent parts in which the common

interests are the most important

14. If rules, systems or procedures get in the way, people

a. break them if they have enough clout get by with it or if they
think they can get away with it without being caught

b. generally abide by them or go through proper channels to

get permission to deviate from them or have them changed

c. tend to ignore or by-pass them to accomplish their tasks or

perform their jobs better

d. support one another in ignoring or bending them if they are

felt to be unfair or to create hardships for others

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15. New people in the organization need to learn

a. who really runs things; who can help or hurt them; whom to
avoid offending; the norms (unwritten rules) that have to be
observed if they are to stay out of trouble

b. The formal rules and procedures and to abide by them; to

stay within the formal boundaries of their jobs.

c. what resources are available to help learn do their jobs; to

take the initiative to apply their skills and knowledge to their
jobs

d. how to co-operate; how to be good team members; how to

develop good working relationships with others

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 ORGANIZATIONAL CULTURE PROFILES

Sums of Personal Rankings

Instructions: Draw a line on the chart below that shows the sums of your individual
scores for both Existing and Preferred cultures, then shade in the spaces below the lines
that you drew. The shaded lines in each column show the average of the scores of a
sample of 190 midlevel managers.

Also mark your culture index for both Existing and Preferred cultures.

INDIVIDUAL CHART

60 ¦ ¦ ¦ ¦ ¦ +60

55 ¦ ¦ ¦ ¦ ¦ +45

50 ¦ ¦ ¦ ¦ ¦ +30

45 ¦ ¦ ¦ ¦ ¦ +15

40 ¦ ¦ ¦ ¦ ¦ 0

35 ¦ ¦ ¦ ¦ ¦ -15

30 ¦ ¦ ¦ ¦ ¦ -30

25 ¦ ¦ ¦ ¦ ¦ -45

20 ¦ ¦ ¦ ¦ ¦ -60

15 ¦ ¦ ¦ ¦ ¦

Existing Preferred Existing Preferred Existing Preferred Existing Preferred Existing Preferred

a b c d CULTURE
POWER ROLE ACHIEVEMENT SUPPORT INDEX

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SCORING SHEET

Instructions: Enter your rankings of your organizations culture in the space below
Place your scores describing your preferred Culture on the right. After you transfer
your answers total each column and enter the sums in the appropriate spaces. Be sure

Existing column, and the same for the Preferred column.

EXISTING CULTURE PREFERRED CULTURE

1a 1b 1c _ 1d 1a 1b 1c _ 1d
2a 2b 2c _ 2d 2a 2b 2c _ 2d
3a 3b 3c _ 3d 3a 3b 3c _ 3d
4a 4b 4c _ 4d 4a 4b 4c _ 4d
5a 5b 5c _ 5d 5a 5b 5c _ 5d
6a 6b 6c _ 6d 6a 6b 6c _ 6d
7a 7b 7c _ 7d 7a 7b 7c _ 7d
8a 8b 8c _ 8d 8a 8b 8c _ 8d
9a 9b 9c _ 9d 9a 9b 9c _ 9d
10a 10b 10c _ 10d 10a 10b 10c 10d
11a 11b 11c _ 11d 11a 11b 11c 11d
12a 12b 12c _ 12d 12a 12b 12c 12d
13a 13b 13c _ 13d 13a 13b 13c 13d
14a 14b 14c _ 14d 14a 14b 14c 14d
15a 15b 15c _ 15d 15a 15b 15c 15d
Totals
(P) (R) (A) (S) (P) (R) (A) (S)

Now compute your Culture Index Scored for both the Existing and Preferred scales by
adding the (A) and (S) scores and subtracting the (P) and (R) scores:

Existing Culture Index = (A) +(S) -(P) -(R) =

Preferred Culture Index = (A) +(S) -(P) -(R) =

Transfer these totals onto the Organizational Culture Profiles form on Page 1. Make sure
you have filled out the reverse side of this Scoring Sheet and save it for later use.

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POD 708 PRACTICAL ASSIGNMENT 2

Students are expected to conduct an organizational culture assessment for an

organization of their choice. This is to help them apply the skills they have learnt during
the Module 2 lessons. Students will submit a report at the end of the assignment.

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