organizational culture report - sun west school division review/a_4sun we… · organizational...

Organizational Culture Report

Sun West School Division

April 2014

Sun West School Division April 2014

EXECUTIVE SUMMARY

i

Copyright © 1998 Source Publishing LLC;

© 1989 Human Synergistics Inc.

The Organizational Culture Inventory (OCI) was administered to 227 members of the Sun West School Division in order to assess its culture. The OCI measures “what is expected” of members – or, more technically, the behavioral norms and expectations associated with the more abstract aspects of culture such as shared values and beliefs. Responses to the cultural outcome items included at the end of the OCI provide insight regarding the impact of Sun West School Division’s culture on outcomes such as members’ role clarity, role consistency, satisfaction, and perceived commitment to customer service. The OCI was also used to measure the ideal culture in terms of the behaviors that should be expected of members in order to maximize Sun West School Division’s long-term effectiveness and success. In turn, the impact of Sun West School Division’s current culture on outcomes and the gaps between its current and ideal culture profiles provide the basis for developing plans for strengthening Sun West School Division’s long-term effectiveness.

CURRENT CULTURE Generally speaking, the current culture of Sun West School Division is characterized as:

♦ Constructive, in which members are encouraged to interact with others and approach tasks in ways that will help them to meet their higher-order needs for satisfaction and growth (includes Achievement, Self-Actualizing, Humanistic-Encouraging, and Affiliative cultures).

♦ Weak, in terms of the amount of agreement among members regarding the behaviors that are or are not expected.

Greater detail regarding the behavioral norms and expectations currently communicated and reinforced within Sun West School Division may be found in the “Culture” section of this report.

IDEAL CULTURE In contrast to the current culture, members describe the ideal culture as:

♦ Constructive, in which members are encouraged to interact with others and approach tasks in ways that will help them to meet their higher-order needs for satisfaction and growth (includes Achievement, Self-Actualizing, Humanistic-Encouraging, and Affiliative cultures).

♦ Strong, in terms of the amount of agreement among members regarding the behaviors that should be expected.

The behaviors that should be expected of members in order for Sun West School Division to be more successful are described in greater detail in the “Culture” section of this report.


EXECUTIVE SUMMARY

ii



CULTURE GAPS Overall, the largest gaps between the Current and Ideal Cultures are in the Constructive cluster. The Primary Gap is the Self-Actualizing cultural norm, and behaviors with the largest gaps are:

♦ maintain their personal integrity

♦ think in unique and independent ways

♦ emphasize quality over quantity

♦ be open about self

♦ communicate ideas The Secondary Gap is the Dependent cultural norm, and behaviors with the largest gaps are:

♦ accept goals without questioning them ♦ follow orders... even when they're wrong ♦ never challenge superiors ♦ please those in positions of authority ♦ be a good follower

The behaviors listed above represent the items from the OCI that are part of the two cultural norms that have the largest overall gaps between Current and Ideal cultures. These cultural norms may not be from the same cluster, although frequently they are. The specific items selected for inclusion in the lists above are those that individually demonstrate the largest gaps between Current and Ideal expectations of behavior. In general, focusing on improving these ten behaviors is likely to

♦ provide the greatest payoff for development investment; ♦ have the most noticeable positive effect on the culture, at least in the short-term; and ♦ underscore the organization’s commitment to improving the culture by working to

improve those defensive expectations that are most salient to organization members.

TABLE OF CONTENTS



INTRODUCTION ................................................................................................... 1 The Organizational Culture Feedback Report .................................................... 1 The Organizational Culture Inventory ................................................................. 2 The Theoretical Model ........................................................................................ 3 Using the OCI Results to Improve Your Organization’s Effectiveness ............... 4 About This Report ............................................................................................... 4 Future Steps ....................................................................................................... 5

ORGANIZATIONAL CULTURE ............................................................................ 6 The Cultural Norms Measured by the OCI ......................................................... 6

TOTAL GROUP ANALYSIS ................................................................................ 10 Interpreting Your Organization’s OCI Results ................................................... 10 Current Profile ................................................................................................... 12 Ideal Profile ....................................................................................................... 14 Culture Gap Profiles ......................................................................................... 16 Item Analysis .................................................................................................... 19 Outcomes of Culture ......................................................................................... 32

SUBGROUP ANALYSIS ..................................................................................... 40 Interpreting Subgroup OCI Results ................................................................... 40 Interpreting Your Subgroup’s Cultural Outcomes ............................................. 40 Analysis of Variance - Role In Organization ..................................................... 43 Division-based Administrator ............................................................................ 56 School-based Administrator .............................................................................. 61 Teacher ............................................................................................................. 66 Division Services Provider ................................................................................ 71 School-based Support Staff .............................................................................. 76 Division-level Fac.& Trans. Staff Member ........................................................ 81 Division-level Support Staff Member ................................................................ 86

APPENDIX A: DEMOGRAPHICS ....................................................................... 91

APPENDIX B: CORRELATIONS ........................................................................ 92

APPENDIX C: OUTCOMES OF CULTURE COMPARATIVE PROFILES ......... 94 Role Clarity ....................................................................................................... 97 Role Consistency .............................................................................................. 98 Satisfaction ....................................................................................................... 99 Commitment to Customer Service .................................................................. 100

SUPPLEMENTARY QUESTIONS SURVEY


INTRODUCTION

1



Introduction

THE ORGANIZATIONAL CULTURE FEEDBACK REPORT With ever-growing competition and shorter product and service life cycles, most organizations have found that standardized methods and strict controls are no longer a viable way to run a business. Now, more than ever, organizational success is dependent upon management’s ability to empower members to think and behave like owners. That is why, in addition to monitoring traditional financial and production performance indicators, many organizations are directing greater attention to the internal factors and conditions that have an impact on their performance. The Organizational Culture Inventory (OCI) was developed in response to the demand for a reliable and valid measure of organizational culture that distinguishes effective organizations from those that are less effective. In turn, the OCI Feedback Report is designed to help change agents, managers, and members understand and utilize the information obtained from an OCI administration within their organization. This Feedback Report summarizes the information provided by members within your organization who completed the OCI. This information is organized in the way in which most action plans for improving organizational performance are developed – by first focusing on the organization as a whole and then narrowing the focus to the key components or subgroups. When you have finished reviewing this report, you will be able to:

♦ describe your organization’s culture in terms of the behaviors that are currently expected of members;

♦ define the behaviors that ideally should be expected for your organization to be successful;

♦ discern the impact of your organization’s culture on members; ♦ determine whether subcultures exist within your organization; and ♦ establish a direction for your organization’s cultural change efforts.

The information included in this report is instrumental to your organization’s development efforts. Specifically, this report will enable you to make informed decisions regarding whether and in what way your organization’s culture can be improved.


INTRODUCTION

2



THE ORGANIZATIONAL CULTURE INVENTORY The Organizational Culture Inventory (OCI) is an integral component of Human Synergistics’ multi-level diagnostic system for individual and organizational development. The OCI measures “what is expected” of members of an organization – or, more technically, the behavioral norms and expectations associated with the more abstract aspects of culture such as shared values and beliefs. The inventory presents a list of statements that describe some of the behaviors and “personal styles” that might be expected or implicitly required of organizational members. Some of the cultural norms measured by the OCI are positive and supportive of constructive interpersonal relationships, effective problem solving, and personal growth; others are dysfunctional and can lead to unnecessary conflict, dissatisfaction, and symptoms of strain on the part of organizational members. More specifically, the OCI measures 12 different cultural norms that are organized into three general types of cultures:

♦ Constructive cultures, in which members are encouraged to interact with others and approach tasks in ways that will help them to meet their higher-order satisfaction needs (includes Achievement, Self-Actualizing, Humanistic-Encouraging, and Self-Actualizing cultures).

♦ Passive/Defensive cultures, in which members believe they must interact with people in defensive ways that will not threaten their own security (includes Approval, Conventional, Dependent, and Avoidance cultures).

♦ Aggressive/Defensive cultures, in which members are expected to approach tasks in forceful ways to protect their status and security (includes Oppositional, Power, Competitive, and Perfectionistic cultures).

The types of culture measured by the OCI have been shown to have a direct bearing on the activities of members and the functioning of the organization. They have also been shown to be related to important outcomes such as member satisfaction, motivation, teamwork, the quality of products/services, and other criteria of organizational effectiveness (e.g., sales performance). These expectations or cultural norms result from, and are reinforced by, managerial philosophies and styles, organizational structural variables, reward systems, and other factors that can be changed–at least to some extent–by those in leadership positions. Thus, the inventory is appropriate for use in cultural change programs. The OCI has been adopted by numerous organizations and completed by more than 750,000 individuals. Organizations have used the inventory to diagnose their cultures and plan change programs, to identify the “ideal” culture for maximizing their effectiveness, and/or to monitor the impact of organizational development efforts. More specialized applications have included programs on cultural (ethnic) diversity within organizations, individual career counseling, and union-management relations.


INTRODUCTION

3



THE THEORETICAL MODEL The diagram presented below describes some of the internal systems, processes, practices, and structures (i.e., levers for change) that can have an impact on behavioral norms and expectations measured by the OCI. In turn, the model also illustrates some of the outcomes that result from an organization’s culture. Keep in mind that there are many factors that potentially lead to and result from cultural norms. Some of those factors are included in the model; others have yet to be studied. Research conducted over the past decade using the OCI and the Organizational Effectiveness Inventory (OEI) provide support for the relationships described by the Theoretical Model.

LEVERS FOR CHANGE CURRENT VS. IDEAL CULTURE

BEHAVIORS AND OUTCOMES

Philosophy and Values (Organizational mission, employee involvement, customer service orientation)

Quality of Communication (Upward, downward, communication for learning)

Human Resource Management (Selection/placement, training and development, respect for members, empowerment)

Appraisal and Reinforcement (Performance appraisal, use of rewards and punishment)

Distribution of Influence Supervisory/Managerial Leadership (Interaction facilitation, task facilitation, goal emphasis, consideration)

Supervisory/Managerial Sources of Power (Personal bases of power, organizational bases of power)

Job Design (Autonomy, variety, feedback, identity, significance, interdependence)

Goals (Clarity, challenge, participation, acceptance)

Coordination and Adaptability (Intra-unit teamwork and cooperation, inter-unit coordination, external adaptability)

Quality of Service (Organizational level quality, departmental quality)

Employee Outcomes (Negative) (Role conflict, job insecurity, stress)

Employee Outcomes (Positive) (Role clarity, motivation, satisfaction, intention to stay)


INTRODUCTION

4



USING THE OCI RESULTS TO IMPROVE YOUR ORGANIZATION’S EFFECTIVENESS The OCI Interpretation & Development Guide (I&D Guide) provides a structured approach for using this report to develop an action plan for change that is based on the Theoretical Model presented on the previous page. In particular, the chapter in the I&D Guide entitled “Planning for Cultural Change” assists organization members with developing a realistic process for planning and managing change. Specifically, by describing the organization’s current and ideal cultures, and by identifying the gaps between these two representations of culture, organizations can establish goals for cultural change. Furthermore, by critically evaluating the responses to the Outcomes of Culture items, organizations can define potential benefits of a cultural change program, and possible sources of resistance to any such intervention. Once you have completed this process, you will have outlined a plan that includes the key actions to undertake to facilitate positive change (i.e., levers for change) as well as the factors to be monitored to gauge the success of your organization’s change efforts (i.e., targeted cultural gaps and outcomes). This same approach can then be applied when developing improvement plans at the subgroup level based on the OCI subgroup results.

ABOUT THIS REPORT The Feedback Report includes:

♦ An Executive Summary of the OCI results, including specific items that showed large gaps between perceptions of current and ideal levels of behavior;

♦ A brief discussion of culture and the OCI; ♦ The current culture of your organization compared to the ideal culture as measured

by the OCI (including gap analyses at the scale and item levels); ♦ Your organization’s results on the Outcomes of Culture items as compared to our

“Historical Average” (based on over 700 organizational units) and “Constructive Benchmark” (based on 119 units with predominately Constructive cultures);

♦ Your organization’s readiness for change as measured by the ideal OCI; ♦ Culture and Outcomes results broken down by subgroups, including measures of

significant differences between subgroups; ♦ Project administration and demographic information; ♦ Correlations between Culture and Outcomes for your organization; and ♦ OCI comparative profiles that illustrate the impact of your organization’s culture on

particular outcomes.


INTRODUCTION

5



FUTURE STEPS Collecting data on your organization’s current and ideal culture and outlining action plans for improvement based on that data are the first steps toward increasing your organization’s effectiveness. After you have completed reviewing the OCI Feedback Report and have outlined action plans for improvement at the organization and subgroup levels using the OCI Interpretation and Development Guide, we recommend that you proceed by:

♦ Refining organizational and subgroup action plans. In refining your organization and subgroup action plans, you may consider a more precise assessment of the levers for change in your organization. The Organizational Effectiveness Inventory (OEI) is an assessment tool that allows an organization to measure the impact of its culture (on members, groups/teams, and the organization) as well as the factors and conditions that likely drive or shape that culture. The OEI assesses levers for change at the member/job, manager/unit, and organizational levels. In turn, OEI results will enable you to identify those levers that are likely to be most critical to successful cultural change within your organization.

♦ Getting members involved in the process. As you get more specific regarding the changes that need to be made within your organization and subunits, you will probably want to get the input of those who are likely to be affected by changes. Getting people involved in the cultural change process during the planning stages will enable you to identify unanticipated obstacles, provide you with more ideas, and raise the level of commitment to the change process.

♦ Implementing organizational and subgroup action plans. This is where you put your plans into action. Continue to get people within your organization involved, delegate, and seek out volunteers. Don’t be discouraged if the process starts out slow or if things are not working out exactly as planned. Rather, stay focused on your goals and be prepared to modify the original plans as warranted.

♦ Monitoring your organization’s progress. Keeping track of how well you are doing relative to your goals is critical—it enables you to determine whether your plans were on track or need to be modified; it guides you in directing people’s efforts; and it can be an excellent boost to motivation. You’ll want to reassess the culture approximately 1½ to 2 years from the date on which you originally administered the OCI.


ORGANIZATIONAL CULTURE

6



Organizational Culture The Organizational Culture Inventory (OCI) assesses the culture of your organization at the level of behavioral norms and expectations. Members of your organization responded to the OCI either in terms of the extent to which certain behaviors and “personal styles” are expected (i.e., the current culture) or in terms of the extent to which certain behaviors and personal styles should be expected (i.e., the ideal culture). The OCI measures 12 different cultural norms. Individual scores for these cultural norms are aggregated to the organizational level and are plotted on to a circular diagram known as a circumplex (shown above). Cultural norms that are located next to one another on the OCI circumplex (e.g., Achievement and Self-Actualizing) are more closely related than cultural norms that are located further apart (e.g., Achievement and Conventional). The OCI circumplex allows you to compare your organization’s scores along the 12 cultural norms to the scores given by over 3,500 individuals who described the culture of their organizations. When you record your unadjusted (or “raw”) score for each cultural norm on the circumplex, you convert the results for your organization or subunit to percentile scores that provide a more realistic picture of the culture (similar to when you take a test and you evaluate your performance, in part, by comparing how you ranked relative to everyone else who took the test). The bold center ring represents the 50th percentile. Scores falling below the 50th percentile are low relative to other organizations. Scores that fall above the 50th percentile are high relative to other organizations.

THE CULTURAL NORMS MEASURED BY THE OCI The cultural norms are organized on the OCI circumplex such that those toward the top reflect expectations for behaviors that are directed toward higher-order needs for growth and satisfaction, while those located toward the bottom reflect expectations for behaviors that focus on meeting lower-order needs for security. Cultural norms located on the right side of the circumplex reflect expectations regarding interactions with people, while cultural norms located on the left side of the circumplex reflect expectations regarding task-related behavior. The distinctions between satisfaction and security and between people and task define the three clusters of cultural norms measured by the OCI – Constructive, Passive/Defensive, and Aggressive/Defensive.



7



Constructive Cultural Norms (Promote Satisfaction Behaviors) (11:00) An Achievement culture characterizes organizations that do things well and value members who set and accomplish their own goals. Members of these organizations set challenging but realistic goals, establish plans to reach these goals, and pursue them with enthusiasm. Achievement organizations are effective; problems are solved appropriately, clients and customers are served well, and the orientation of members (as well as the organization itself) is healthy.

(12:00) A Self-Actualizing culture characterizes organizations that value creativity, quality over quantity, and both task accomplishment and individual growth. Members of these organizations are encouraged to gain enjoyment from their work, develop themselves, and take on new and interesting activities. While self-actualizing organizations can be somewhat difficult to understand and control, they tend to be innovative, offer high-quality products and/or services, and attract and develop outstanding employees.

(1:00) A Humanistic-Encouraging culture characterizes organizations that are managed in a participative and person-centered way. Members are expected to be supportive, constructive and open to influence in their dealings with one another. A humanistic culture leads to effective organizational performance by providing for the growth and active involvement of members who, in turn, report high satisfaction with and commitment to the organization.

(2:00) An Affiliative culture characterizes organizations that place a high priority on constructive interpersonal relationships. Members are expected to be friendly, open, and sensitive to the satisfaction of their work group. An affiliative culture can enhance organizational performance by promoting open communication, good cooperation, and the effective coordination of activities. Members are loyal to their work groups and feel they “fit in” comfortably.



8



Passive/Defensive Cultural Norms (Promote People/Security Behaviors) (3:00) An Approval culture describes organizations in which conflicts are avoided and interpersonal relationships are pleasant – at least superficially. Members feel that they must agree with, gain the approval of, and be liked by others. Though possibly benign, this type of work environment can limit organizational effectiveness by minimizing constructive “differing” and the expression of ideas and opinions.

(4:00) A Conventional culture is descriptive of organizations that are conservative, traditional, and bureaucratically controlled. Members are expected to conform, follow the rules, and make a good impression. Too conventional a culture can interfere with effectiveness by suppressing innovation and preventing the organization from adapting to changes in its environment.

(5:00) A Dependent culture is descriptive of organizations that are hierarchically controlled and non-participative. Centralized decision making in such organizations leads members to do only what they’re told and to clear all decisions with superiors. Poor performance results from the lack of individual initiative, spontaneity, flexibility, and timely decision making.

(6:00) An Avoidance culture characterizes organizations that fail to reward success but nevertheless punish mistakes. This negative reward system leads members to shift responsibilities to others and to avoid any possibility of being blamed for a mistake. The survival of this type of organization is in question since members are unwilling to make decisions, take action, or accept risks.



9



Aggressive/Defensive Cultural Norms (Promote Task/Security Behaviors) (7:00) An Oppositional culture describes organizations in which confrontation prevails and negativism is rewarded. Members gain status and influence by being critical and thus are reinforced to oppose the ideas of others and to make safe (but ineffectual) decisions. While some questioning is functional, a highly oppositional culture can lead to unnecessary conflict, poor group problem solving and “watered-down” solutions to problems.

(8:00) A Power culture is descriptive of non-participative organizations structured on the basis of the authority inherent in members’ positions. Members believe they will be rewarded for taking charge and controlling subordinates (and being responsive to the demands of superiors). Power-oriented organizations are less effective than their members might think; subordinates resist this type of control, hold back information, and reduce their contributions to the minimal acceptable level.

(9:00) A Competitive culture is one in which winning is valued and members are rewarded for out-performing one another. People in such organizations operate in a “win-lose” framework and believe they must work against (rather than with) their peers to be noticed. An overly competitive culture can inhibit effectiveness by reducing cooperation and promoting unrealistic standards of performance (either too high or too low).

(10:00) A Perfectionistic culture characterizes organizations in which perfectionism, persistence, and hard work are valued. Members feel they must avoid all mistakes, keep track of everything, and work long hours to attain narrowly-defined objectives. While some amount of this orientation might be useful, too much emphasis on perfectionism can lead members to lose sight of the goal, get lost in details, and develop symptoms of strain.


TOTAL GROUP ANALYSIS

10



Total Group Analysis

INTERPRETING YOUR ORGANIZATION’S OCI RESULTS Your organization’s OCI results are organized into three subsections:

OCI Current Profile This subsection provides you with a picture of your organization’s current culture based on the responses of all members within your organization who completed the OCI. The results are presented on the OCI circumplex as well as in tabular form. The OCI circumplex allows you to compare your organization’s percentile scores along each of the 12 cultural norms. When reading the OCI profile, you want to look for the “spikes,” or those cultural norms that are most extended from the center of the circumplex. These are the cultural norms that describe how members within your organization are currently expected and encouraged to think and behave (i.e., the direction of the culture). The most extended cultural norm in your organization’s profile is called the primary style. This describes the way in which members are predominantly encouraged to think and behave. The second most extended cultural norm is called the secondary style. This cultural norm typically works with the primary style or is expected when the behaviors included under the primary style cannot be enacted. Sometimes primary and secondary styles are included in the same cluster (Constructive, Passive/Defensive, or Aggressive/Defensive); other times they are contained within different clusters. The cluster that best describes your organization’s culture is the one that has the highest percentile score when the percentile scores of the four cultural norms included in the cluster are averaged together. The corresponding table includes your organization’s percentile scores as well as your organization’s unadjusted (or “raw”) scores for each of the 12 cultural norms measured by the OCI. In addition, the table presents the standard deviations of the responses around the raw scores. The standard deviations are important because they provide you with an indication of the intensity or the amount of agreement among respondents regarding the extent to which particular cultural norms are predominant within your organization. If you add the standard deviation for a particular cultural norm to its raw score and subtract the standard deviation from its raw score, you will have the range in which approximately 67% of members scored along a particular cultural norm. For example, if the raw score on Humanistic is 37.00 and the standard deviation is 5.20, approximately 67% of the respondents had raw scores between 31.80 and 42.20 along the Humanistic-Encouraging cultural norm. Converting these results to percentile scores, the range falls below the 50th percentile to above the 75th percentile – and that’s only accounting for 67% of the respondents! The smaller the standard deviation, the greater the intensity of the culture and agreement among organizational members regarding a particular cultural norm. Conversely, the larger the standard deviation, the lower the intensity and agreement among organizational members. The interpretive comments regarding your organization’s intensity (e.g., strong, average, weak) are based on comparisons to the distribution of standard deviations reported by over 700 other organizational units in which the OCI was administered. In interpreting the current culture of your organization, you want to consider both direction and intensity. Direction tells you what is (and is not) expected; intensity tells you how widely shared these



11



expectations are. Cultures with clear direction and high intensity are usually the result of a high degree of consistency between the organization’s mission, structure, human resource practices, managerial behaviors and styles, goal setting, job design, and other systems, practices, and processes. Cultures that lack a clear direction or have low intensity are typically the result of inconsistency between the organization’s mission, structure, human resource practices, managerial behaviors and styles, goal setting, job design, and/or other systems, practices, and processes. Having a culture with clear direction and high intensity is not necessarily a good or bad thing. For example, a culture with weak direction and/or weak intensity is easier to change than one with strong direction and strong intensity. Thus, whether having a culture with clear direction and high intensity is a good thing really depends on whether the “right” behaviors are currently expected and encouraged. The ideal profile defines for you what the “right” behaviors are for your organization.

OCI Ideal Profile The OCI ideal profile is your organization’s cultural benchmark. This profile provides you with a picture of where people within your organization believe the culture needs to be in order for your organization to be successful. The OCI ideal culture results are based on the average responses of all members within your organization who completed the OCI in terms of what should be expected for your organization to be successful. As with your organization’s current culture results, you should identify the direction and intensity of the ideal culture.

OCI Item and Gap Analysis These analyses provide you with the information you need to identify discrepancies between the current and ideal culture and to more specifically define the behavioral norms that need to be increased or decreased within your organization. In reviewing these results, you’ll want to:

♦ identify those cultural norms along which there are the greatest gaps between current and ideal;

♦ mark or identify the pages that include the item-level results for those cultural norms; and

♦ note the specific items (behaviors) along which there are the greatest gaps between current and ideal.



12



CURRENT PROFILE All Respondents (N=227)

Overall, the strongest extensions are in the Constructive cluster.

Primary Style: Secondary Style: Humanistic-

Encouraging Affil iative

Behaviors most strongly expected:

• be supportive of others • be a good listener • encourage others

• deal with others in a friendly, pleasant way

• cooperate with others • show concern for people



13



CURRENT DATA All Respondents (N=227)

Constructive

Style Raw

Score Strength

(level) Intensity

(agreement) Humanistic-Encouraging 38.0 73% Above Average 7.1 Weak

Affiliative 39.4 65% Above Average 6.6 Weak

Achievement 37.8 63% Above Average 5.7 Average

Self-Actualizing 33.7 52% Average 6.5 Weak

Passive/Defensive

Style Raw

Score Strength

(level) Intensity

(agreement) Approval 26.8 44% Average 7.4 Weak

Conventional 26.4 38% Below Average 7.8 Weak

Dependent 29.8 46% Average 7.4 Very Weak

Avoidance 18.3 30% Below Average 6.1 Weak

Aggressive/Defensive

Style Raw

Score Strength

(level) Intensity

(agreement) Oppositional 19.5 19% Low 5.6 Weak

Power 21.0 20% Below Average 6.9 Weak

Competitive 18.8 21% Below Average 7.0 Weak

Perfectionistic 27.9 40% Average 7.3 Weak



14



IDEAL PROFILE All Respondents (N=36)

Overall, the strongest extensions are in the Constructive cluster.

Primary Style: Secondary Style: Humanistic-

Encouraging Self-Actualizing

Behaviors most strongly desired:

• help others to grow and develop

• encourage others • be a good listener

• maintain their personal integrity

• communicate ideas • do even simple tasks well



15



IDEAL DATA All Respondents (N=36)

Constructive

Style Raw

Score Strength

(level) Intensity

(agreement) Humanistic-Encouraging 44.7 98% Very High 4.3 Strong

Affiliative 44.6 95% Very High 4.4 Strong

Achievement 42.4 96% Very High 5.2 Average

Self-Actualizing 40.4 98% Very High 4.8 Average

Passive/Defensive

Style Raw

Score Strength

(level) Intensity

(agreement) Approval 23.1 13% Low 5.6 Average

Conventional 21.0 5% Very Low 4.9 Average

Dependent 25.9 11% Low 5.2 Average

Avoidance 14.8 5% Very Low 3.2 Very Strong


Style Raw

Score Strength

(level) Intensity

(agreement) Oppositional 17.6 7% Very Low 3.0 Very Strong

Power 18.3 7% Very Low 4.8 Strong

Competitive 15.4 5% Very Low 5.0 Strong

Perfectionistic 24.1 10% Low 5.8 Weak



16



CULTURE GAP PROFILES All Respondents

Current Culture

(N=227)

Ideal Culture

(N=36)

Overall, the largest gaps between the Current and Ideal Cultures are in the Constructive cluster.

Primary Gap: Secondary Gap: Self-Actualizing Dependent Behaviors with the greatest gap:

• maintain their personal integrity

• think in unique and independent ways

• emphasize quality over quantity

• be open about self

• communicate ideas

• accept goals without questioning them

• follow orders... even when they're wrong

• never challenge superiors • please those in positions of

authority • be a good follower • never challenge superiors



17





18



CULTURE GAP DATA All Respondents The difference between the ideal culture and the current culture represents the culture gap. This score is a raw score (it is not transformed in any way), and is computed by subtracting the ideal percentile from the current percentile. For Constructive cultural norms, positive gap scores indicate that the organization exceeds the ideal expectations (this is relatively rare), while negative gap scores indicate that the organization would benefit by increasing the behaviors represented by the specific cultural norm. For Defensive styles, positive gap scores indicate that the organization would benefit by decreasing the behaviors associated with the specific cultural norm, while negative gap scores indicate that the organization already exceeds the ideal expectations for that cultural norm.

Constructive Style Strength Gap

Current Ideal Humanistic-Encouraging 73% 98% -25% Affiliative 65% 95% -30% Achievement 63% 96% -33% Self-Actualizing 52% 98% -46%

Passive/Defensive Style Strength Gap

Current Ideal Approval 44% 13% 31% Conventional 38% 5% 33% Dependent 46% 11% 35% Avoidance 30% 5% 25%

Aggressive/Defensive Style Strength Gap

Current Ideal Oppositional 19% 7% 12% Power 20% 7% 13% Competitive 21% 5% 16% Perfectionistic 40% 10% 30%



19



ITEM ANALYSIS All Respondents The item analyses of the responses to the OCI are presented in the following pages. It is useful to initially focus on the items that make up the organization’s Primary, Secondary, or major Gap styles. However, it is also important to review the item-level information for all 12 styles in order to fully understand the basis for making change decisions. Behavioral information, such as delivered by the item-level feedback, is often the most important diagnostic tool available in an organizational assessment. The more concrete and tangible the goals and steps of a cultural change program, the more likely the organization members will adopt the program as their own, and the more likely the program will be a success.



20



Constructive Culture

ACHIEVEMENT All Respondents

Management and organizations that value goal-setting and accomplishment;

relationships are based on establishing reasonably challenging goals and plans, and

working toward their achievement

Current Ideal Culture Gap 63% 96% -33%

Item Current Ideal Gap

openly show enthusiasm 3.91 4.58 -0.67

explore alternatives before acting 3.43 4.06 -0.63

pursue a standard of excellence 4.10 4.69 -0.59

work for the sense of accomplishment 3.86 4.44 -0.58

know the business 3.98 4.44 -0.46

think ahead and plan 4.09 4.53 -0.44

take moderate risks 3.46 3.89 -0.43

set moderately difficult goals 3.23 3.58 -0.35

take on challenging tasks 3.79 4.11 -0.32

work to achieve self-set goals 3.99 4.06 -0.07

Item Scale

1 = Not at all 2 = To a slight extent 3 = To a moderate extent 4 = To a great extent 5 = To a very great extent



21




SELF-ACTUALIZING All Respondents

Management and organizations that value creativity, personal autonomy, and individual

growth; relationships are characterized by enjoyment of work, professional development,

and interest in taking on new challenges



maintain their personal integrity 3.88 4.83 -0.95

think in unique and independent ways 3.61 4.47 -0.86

emphasize quality over quantity 3.31 4.17 -0.86

be open about self 2.92 3.69 -0.77

communicate ideas 3.91 4.67 -0.76

do even simple tasks well 3.85 4.56 -0.71

enjoy their work 3.87 4.56 -0.69

be concerned about their own growth 3.49 3.94 -0.45

be spontaneous 2.77 3.19 -0.42

resist conformity 2.03 2.36 -0.33

Item Scale




22




HUMANISTIC-ENCOURAGING All Respondents

Participative and person-centered management and organizations; supportive

constructive and mentoring relationships



help others to grow and develop 3.96 4.72 -0.76

encourage others 4.01 4.72 -0.71

resolve conflicts constructively 3.96 4.67 -0.71

take time with people 3.82 4.53 -0.71

help others think for themselves 3.24 3.94 -0.70

give positive rewards to others 3.31 4.00 -0.69

be a good listener 4.05 4.67 -0.62

involve others in decisions affecting them 3.72 4.33 -0.61

show concern for the needs of others 3.87 4.47 -0.60

be supportive of others 4.07 4.67 -0.60

Item Scale




23




AFFILIATIVE All Respondents

Management and organizations that value interpersonal relationships; friendly and

sensitive relationships



share feelings and thoughts 3.44 4.14 -0.70

motivate others with friendliness 3.61 4.31 -0.70

be open, warm 3.87 4.56 -0.69

use good human relations skills 4.09 4.72 -0.63

treat people as more important than things 4.16 4.72 -0.56

show concern for people 4.17 4.67 -0.50

be tactful 3.88 4.36 -0.48

cooperate with others 4.21 4.64 -0.43

deal with others in a friendly, pleasant way 4.29 4.69 -0.40

think in terms of the group's satisfaction 3.76 3.78 -0.02

Item Scale




24



Passive/Defensive Culture

APPROVAL All Respondents

Management and organizations that minimize conflict and have superficially

pleasant styles; relationships are characterized by agreement and approval

Current Ideal Culture Gap 44% 13% 31%


switch priorities to please others 2.35 1.66 0.69

do things for the approval of others 2.81 2.14 0.67

go along with others 2.91 2.31 0.60

agree with everyone 2.37 1.81 0.56

stay on the good side of superiors 3.31 2.86 0.45

be a "nice guy" 3.18 2.75 0.43

back up those with the most authority 2.86 2.54 0.32

make sure they are accepted by others 2.60 2.56 0.04

stay conscious of fashion 1.95 1.97 -0.02

be liked by everyone 2.46 2.50 -0.04

Item Scale




25




CONVENTIONAL All Respondents

Conservative, traditional, and bureaucratically controlled management and

organizations; following rules, conformity and making a good impression characterize

relationships



accept the status quo 2.41 1.61 0.80

tell people different things to avoid conflict 1.94 1.19 0.75

fit into the "mold" 2.58 1.94 0.64

always follow policies and practices 3.88 3.29 0.59

not "rock the boat" 2.55 1.97 0.58

treat rules as more important than ideas 2.21 1.64 0.57

conform 2.73 2.17 0.56

avoid confrontations 2.58 2.08 0.50

cast aside solutions that seem different or risky

2.23 1.81 0.42

make a "good impression?" 3.36 3.36 0.00

Item Scale




26




DEPENDENT All Respondents

Hierarchically controlled and non-participative management and organizations; centralized decision making, decisions cleared by superiors, and delayed actions characterize

relationships



accept goals without questioning them 2.85 2.06 0.79

follow orders... even when they're wrong 2.43 1.72 0.71

never challenge superiors 2.76 2.11 0.65

please those in positions of authority 2.97 2.33 0.64

be a good follower 2.92 2.56 0.36

check decisions with superiors 3.36 3.14 0.22

ask everybody what they think before acting

2.64 2.44 0.20

be predictable 2.80 2.61 0.19

willingly obey orders 3.23 3.11 0.12

do what is expected 3.93 3.83 0.10

Item Scale




27




AVOIDANCE All Respondents

Management and organizations that fail to reward success and punish mistakes;

relationships are characterized by shifting responsibilities to others and avoidance of

blame for mistakes



make "popular" rather than necessary decisions

2.02 1.25 0.77

never be the one blamed for problems 1.73 1.19 0.54

lay low when things get tough 1.72 1.19 0.53

be non-committal 1.63 1.19 0.44

wait for others to act first 1.70 1.28 0.42

not get involved 1.56 1.17 0.39

put things off 1.56 1.17 0.39

take few chances 2.15 1.83 0.32

push decisions upward 2.31 2.19 0.12

shift responsibilities to others 1.92 2.28 -0.36

Item Scale




28



Aggressive/Defensive Culture

OPPOSITIONAL All Respondents

Management and organizations that value confrontation and negativism; relationships

are characterized by highly critical questioning, opposition of others’ ideas and

“watered-down” decisions



oppose things indirectly 1.82 1.22 0.60

remain aloof from the situation 1.90 1.33 0.57

refuse to accept criticism 1.42 1.03 0.39

play the role of the "loyal opposition" 1.67 1.33 0.34

stay detached and perfectly objective 2.88 2.58 0.30

oppose new ideas 1.89 1.64 0.25

look for mistakes 2.10 1.89 0.21

be hard to impress 1.67 1.58 0.09

question decisions made by others 2.21 2.39 -0.18

point out flaws 1.94 2.61 -0.67

Item Scale




29




POWER All Respondents

Non-participative management and organizations that value strong control,

hierarchy and authority; relationships are characterized by a take-charge attitude and

controlling subordinates



personally run everything 2.00 1.36 0.64

play "politics" to gain influence 1.97 1.34 0.63

maintain unquestioned authority 2.04 1.50 0.54

stay on the offensive 2.05 1.75 0.30

be hard, tough 1.96 1.67 0.29

use the authority of their position 2.46 2.28 0.18

build up their power base 1.96 1.83 0.13

never relinquish control 2.04 1.92 0.12

act forceful 2.04 2.00 0.04

demand loyalty 2.50 2.64 -0.14

Item Scale




30




COMPETITIVE All Respondents Management and organizations that reward

winning and out-performing others; relationships are couched in “win-lose”

framework



maintain an image of superiority 1.99 1.44 0.55

win against others 1.87 1.36 0.51

compete rather than cooperate 1.67 1.19 0.48

always try to be right 2.04 1.58 0.46

never appear to lose 1.67 1.28 0.39

turn the job into a contest 1.51 1.14 0.37

be the center of attention 1.55 1.22 0.33

be a "winner" 2.33 2.17 0.16

be seen and noticed 2.30 2.17 0.13

out-perform their peers 1.91 1.81 0.10

Item Scale




31




PERFECTIONISTIC All Respondents

Management and organizations that value perfectionism, persistence, and hard work;

relationships are characterized by zero-defects, personal control over all details, long

hours, and narrowly-defined objectives



view work as more important than anything else

2.44 1.64 0.80

never make a mistake 2.06 1.36 0.70

set unrealistically high goals 1.96 1.33 0.63

personally take care of every detail 2.56 1.97 0.59

appear to work long hours 3.38 2.92 0.46

keep on top of everything 3.54 3.11 0.43

do things perfectly 2.29 2.08 0.21

be precise... even when it's unnecessary 2.20 2.08 0.12

persist, endure 3.77 3.81 -0.04

appear competent and independent 3.76 3.83 -0.07

Item Scale




32



OUTCOMES OF CULTURE All Respondents The Organizational Culture Inventory (OCI) includes items that assess some of the outcomes of an organization’s culture. Data generated by these items provide initial insights as to whether culture change should be considered and in what direction such change should take place.

Cultural Outcomes Assessed by the OCI The cultural items assess four outcome areas:

♦ Role Clarity: The extent to which people receive clear messages regarding what is expected of them.

♦ Role Consistency: The extent to which members receive consistent expectations from the organization and are expected to do things that are aligned with their own preferences.

♦ Employee Satisfaction: The extent to which members report positive appraisals of their work situation.

♦ Commitment to Customer Service: The extent to which the organization has achieved service excellence with respect to both internal and external clients/customers.

Interpreting Your Organization’s Cultural Outcomes Your organization’s results along the cultural outcome items are organized into three subsections, with additional information shown in Appendix C.

Cultural Outcomes Gap Analysis

This subsection allows you to see, at a glance, how well your organization scored along each of the cultural outcome items as compared to our Historical Averages for these measures. Specifically, we compared your organization’s score along each of the cultural outcome items (as derived by averaging the responses of all members within your organization) to our “Historical Averages.” The Historical Averages represent the mean item-level scores of members of over 700 organizational units. We calculated the numerical difference between your organization’s outcome item scores and our Historical Averages. The Gap Barchart presents these differences ranked from most positive (i.e., areas in which your organization is doing better than the average organization) to most negative (i.e., areas in which your organization is not doing as well as the average organization). When reviewing this section, you’ll want to:

♦ consider whether your organization’s results tend to be above average, below average, at average, or fairly evenly split relative to the Historical Averages;

♦ make a list of those results that are of concern to you; ♦ and refer to the next subsection for an interpretation of these results. If your organization does not fall below average along any of the outcomes measured by the OCI, you should look ahead to the “Outcomes of Culture” section. Specifically, examine these charts and tables in terms of whether your organization is scoring lower than it should along any of the items. Then refer to the “Implications of High and Low Scores on the Cultural Outcomes” (in the Appendix) for some initial ideas for facilitating positive change.



33



Cultural Outcomes

This subsection allows you to take a more detailed look at your organization’s cultural outcome results as compared to our Historical Averages and Constructive Benchmarks. Barchart comparisons between your organization, the Historical Averages, and the Constructive Benchmarks are presented for each of the cultural outcome items. The item-level results for your organization, the Historical Averages, and the Constructive Benchmarks are also provided in tabular form. Your organization’s results are based on the average responses of all members who completed the OCI within your organization. The Historical Averages are based on the average responses of members from over 700 different organizational units. From this sample of over 700, approximately 120 organizational units were identified as having predominantly Constructive cultures based on their OCI results. Specifically, the cultures of these 120 units were all relatively strong in terms of Constructive cultural norms (above the 60th percentile) and were all relatively weak in terms of Passive/Defensive and Aggressive/Defensive cultural norms (below the 50th percentile). The average responses to the OCI cultural outcome items by members of these units were then computed to establish our “Constructive Benchmarks” for these items. Reviewing this subsection will provide you with a deeper understanding of your organization’s results along the outcome items. Based on the item results, you will be able to pinpoint where your organization is falling short (or, conversely, doing quite well) as compared to other organizations.



34



Organizational Readiness for Change

In any type of change effort, it is important to anticipate the sources of resistance to and support for change initiatives. The Ideal OCI tapped members’ perceptions regarding the organization’s readiness for changing the culture to be more consistent with ideal. This subsection summarizes those results in terms of the:

♦ perceived support for change by members at different levels of the organization; ♦ anticipated effects of change on individual members; and ♦ anticipated effects of change on the organization.

In reviewing these results you will want to:

♦ make a list of where resistance to cultural change is most likely to occur within your organization;

♦ identify the fears most likely to be associated with that resistance; ♦ develop a plan for overcoming the resistance to cultural change, in part by directly

addressing the fears upon which such resistance is based; ♦ develop a list of where support for culture change is most likely to be found in your

organization; ♦ and identify ways in which these sources can be used to facilitate the change effort.



35



Cultural Outcomes Gap Analysis All Respondents

Negative Gap Positive Gap

-4 -3 -2 -1 0 1 2 3 4

Respond to changing needs

Clear expectations

'Fit in'

Superior customer service

Think differently*

Recommend Organization

Repeat business

Inconsistent messages*

Go out of your way

Good place to work

Satisfied

Intention to stay

Difference from Historical Average

*These items are negatively worded in the OCI, and the scores are reversed for presentation purposes, in order to be consistent with the response format of the other items.



36



Cultural Outcomes All Respondents (N=227)

Role Clarity

do you clearly know what is expected of you as a member of this organization?

Avg S.D.

1 2 3 4 5 3.8 0.9

Role Consistency Avg S.D.

1 2 3 4 5 3.8 0.8

do you receive inconsistent messages regarding what is expected?*

Avg S.D.

1 2 3 4 5 3.8 1.2

do you feel you comfortably "fit in" as a member of this organization?

Avg S.D.

1 2 3 4 5 3.7 1.1

does your job require you to think and behave differently than would otherwise be the case?*

Avg S.D.

1 2 3 4 5 3.8 1.1

Key Item Scale

AverageHistorical AverageConstructive Benchmark

Standard Deviation


* these items are negatively worded in the OCI, and the scores presented are reversed for presentation purposes, in order to be consistent with the response format of the other items.



37




Satisfaction Avg S.D.

1 2 3 4 5 4.0 0.9

are you satisfied being a member of this organization?

Avg S.D.

1 2 3 4 5 3.9 0.9

do you expect to be with this organization two years from now?

Avg S.D.

1 2 3 4 5 4.0 1.3

would you recommend this organization to someone like yourself as a good place to work?

Avg S.D.

1 2 3 4 5 3.9 1.0

Key Item Scale


Standard Deviation




38




Commitment to Customer Service

Avg S.D.

1 2 3 4 5 3.9 0.7

would you personally go out of your way to make sure that a customer/client feels good about the service you've provided?

Avg S.D.

1 2 3 4 5 4.2 0.8

does the organization respond effectively to the changing needs of its customers/clients?

Avg S.D.

1 2 3 4 5 3.4 1.0

do you believe the organization will get repeat business from its present customers/clients?

Avg S.D.

1 2 3 4 5 4.2 0.9

does your organization have a reputation for superior customer service?

Avg S.D.

1 2 3 4 5 3.6 0.9

would you recommend this organization to potential customers/clients seeking the products or services it offers?

Avg S.D.

1 2 3 4 5 4.1 0.9

Key Item Scale


Standard Deviation




39



Readiness for Change All Respondents (N=36)

To what extent would this type of culture…

enable you to develop your capabilities and maximize your contributions to the organization?

Avg S.D.

1 2 3 4 5 4.4 0.7

enhance the quality of products/services offered by your organization?

Avg S.D.

1 2 3 4 5 4.3 0.7

require people like yourself to work more efficiently and effectively?

Avg S.D.

1 2 3 4 5 4.2 0.9

require members to develop better teamwork, communication, and interpersonal skills?

Avg S.D.

1 2 3 4 5 4.4 0.7

be consistent with the mission, philosophy, and/or values of the organization (as you understand them)?

Avg S.D.

1 2 3 4 5 4.2 0.9

be practical and realistic for an organization in the same industry (and operating environment) as yours?

Avg S.D.

1 2 3 4 5 4.1 0.6

To what extent would movement toward this type of culture…

be feasible and attainable in your organization?

Avg S.D.

1 2 3 4 5 3.8 0.8

be supported by top-level management?

Avg S.D.

1 2 3 4 5 4.1 0.9

be supported by middle management?

Avg S.D.

1 2 3 4 5 3.9 0.6

be supported by non-managerial personnel?

Avg S.D.

1 2 3 4 5 3.7 0.7

create uncertainty and tension for members?*

Avg S.D.

1 2 3 4 5 3.6 0.8

increase your commitment to the organization?

Avg S.D.

1 2 3 4 5 4.2 0.8

* this item is negatively worded in the OCI, and the score presented is reversed for presentation purposes, in order to be consistent with the response format of the other items.

Key Item Scale Average Standard Devation



SUBGROUP ANALYSIS

40



Subgroup Analysis This section of the report includes the results for the cultural norms measured by the OCI broken down by the key subgroups identified by your organization. Combined with the information provided in the other sections of this report, these results will enable you to determine whether:

♦ subcultures exist within your organization; and ♦ additional culture change efforts (beyond those outlined for the organization as a

whole) need to be undertaken at the subgroup level.

INTERPRETING SUBGROUP OCI RESULTS The OCI results reported in this section describe cultural norms of subgroups in terms of the extent to which certain behaviors and “personal styles” are expected (i.e., the current culture). These results are reported on the OCI circumplex as well as in tabular form. The OCI circumplex converts your subgroup’s unadjusted (or “raw”) scores along the 12 cultural norms to percentile scores that provide a more realistic picture of the culture. In interpreting your subgroup’s current culture profile, you will want to identify the direction of the culture (i.e., the cultural norms that describe the way in which subgroup members are encouraged to think and behave). The direction of your subgroup’s culture may be discerned by identification of the primary and secondary styles. The primary style is the most extended cultural norm in your profile and describes the way in which members of your subgroup are predominantly encouraged to think and behave. The secondary style is the second most extended cultural norm in your profile and typically works with the primary style or is expected when the behaviors included in the primary style cannot be enacted. The first table in this Subgroup Analysis section illustrates the “pervasiveness” of the overall culture within the total organization. That is, this table answers the question “are there differences between the subgroups, on any of the culture styles?”. Using a statistical procedure called Analysis of Variance (ANOVA), all subgroups were compared on all the styles. If a style differed across subgroups, the “amount of difference” (in other words, the significance) is shown in the “Different” column. To the extent that many of the styles show differences, the culture can be considered to be less pervasive within the organization. For each of the culture styles, the overall average raw score and the highest and lowest subgroup scores are shown. Following the ANOVA table, 12 pages illustrate the differences between subgroups, for each of the styles. On each of these pages, the raw score level for each subgroup is plotted on the horizontal bar graph, and the corresponding percentile (comparison to the norm group) is shown to the right of the bar. This allows for a graphical comparison of differences between subgroups (if any exist) for each style, along with contextual information about the overall level of the style in each subgroup.

INTERPRETING YOUR SUBGROUP’S CULTURAL OUTCOMES This section identifies the prevailing cultural norms, the Outcomes of Culture, and if available the readiness for change, for specific subgroups within the organization. The subgroups were selected based on pre-existing theories of how cultures might be different within the organization. Frequently, some subgroups may be very similar to each other, or to the total group. This consistency is important to recognize and harness; being able to leverage greater exposure for the same developmental resources is an important part of


SUBGROUP ANALYSIS

41



ensuring the value of your change efforts. Likewise, identifying subgroups with different cultures allows you to target specific populations with specific development efforts. The “Subgroup Analysis” section contains:

♦ an overall Analysis of Variance (ANOVA) table identifying overall differences between subgroups, on all twelve cultural norms (ANOVA is a statistical test that is used to determine if groups differ on a given measure), providing a sense of the pervasiveness of the culture within the organization;

♦ bar graph representations of the subgroup differences for each cultural norm; ♦ and for each subgroup, culture circumplexes and tables, along with Outcomes of Culture

graphs and tables. Included in this section are barcharts and tables that allow you to compare your subgroup’s results along the outcome items to the results of other subgroups, the results of your organization, our Historical Averages, and our Constructive Benchmarks. The Historical Averages are based on the average scores of over 700 organizational units along the OCI Outcomes of Culture. The Constructive Benchmarks are based on the average scores of approximately 120 organizational units with relatively strong Constructive (above the 60th percentile) and relatively weak Passive/Defensive and Aggressive/Defensive (below the 50th percentile) cultural norms.

The overall ANOVA is computed for each “variable” that can be used to describe a collection of subgroups. For example, subgroups that are defined by their location (different parts of the country, regions, or stores) would be part of the “location” variable; subgroups defined by management level would be part of the “organizational level” variable. Subgroups may be identified for study based on several different variables, including age, sex, organizational level, location, job function, etc. Sometimes, subgroups are identified that are not part of any structured variable; in these cases, no ANOVA is performed for those subgroups. The cultural norm subgroup bar graphs are typically shown for those subgroups that were indicated as having significant differences by the ANOVA calculations. In certain situations where there appear to be substantial inter-group differences but no or few statistically significant differences, all twelve cultural norm pages may be shown. This situation is relatively rare, and is usually caused by having subgroups of extremely different sizes. Like the ANOVA calculations, these bar graphs are plotted using the raw OCI scores; the corresponding percentile scores are shown to the right of each bar. The table corresponding to each subgroup’s OCI results includes the subgroup’s percentile scores as well as the raw scores for each of the 12 cultural norms. Differences between the scores of your subgroup along the 12 cultural norms measured by the OCI and those of the other subgroups provide an indication of whether or not your subgroup has its own subculture. A subculture can be characterized by norms that are in opposition to those of the rest of the organization (“counter-culture”) or complementary or extreme levels of particular norms and expectations. Subcultures are reflected in OCI results that are significantly different from those of the rest of the organization. When the entire population (or a very large percentage) of an organization has been surveyed regarding the culture, any differences between a subgroup’s raw scores and those of the other subgroups are significant and indicate the existence of subcultures. However, when only a sample of members are surveyed regarding the culture (which is the usual case), a statistical test may be used to calculate whether any differences that are observed are statistically significant (rather than due to chance or sampling error). The significance of the difference between your subgroup’s raw scores (for each of the 12 cultural norms) and those of the rest of the subgroups were tested using Student’s t-test. Asterisks indicate raw


SUBGROUP ANALYSIS

42



scores that are statistically significantly different from those of the other subgroups (*). The more asterisks next to the raw score, the higher the level of statistical significance. In addition to the raw scores and percentile scores, the tables included in this section report the standard deviations of the responses around the raw scores. The standard deviations provide you with an indication of the intensity or amount of agreement among respondents regarding the extent to which particular norms are predominant within your subgroup. The interpretive comments regarding the intensity of your subgroup’s culture (e.g., strong, moderate, weak) are based on comparisons to the distribution of standard deviations reported by over 700 other organizational units in which the OCI was administered. The “Total Group Analysis” section of this report includes detailed descriptions of the outcomes measured by the OCI as well as the implications of high and low scores. You may want to refer back to these descriptions as you review the subgroup results. In interpreting the current culture of your subgroup:

♦ consider both direction and intensity (direction tells you what is [and is not] expected; intensity tells you how widely shared these expectations are within your subgroup);

♦ determine whether your subgroup’s culture is a subculture or a reflection of the larger organizational culture;

♦ compare your subgroup’s culture profile to the ideal culture profile for your organization (included in the “Total Group Analysis” section of this report) and, if the data were collected, to the ideal culture profile for your subgroup (included in this section);

♦ list any gaps between your subgroup’s current culture and the ideal culture; and ♦ turn to the correlation results summarizing the relationship between the 12 cultural

norms and the cultural outcome items included in OCI (included in this section) to determine which cultural gaps are most critical in terms of improving along the outcomes targeted by your organization.

The Cultural Outcomes graphs provide a visual comparison of the average outcome scores for your subgroup, the total organization, the Historical Average sample, and the Constructive Benchmark sample at the scale level As you review the outcome results for your subgroup, list any outcomes for which your subgroup needs to make improvements. The item-level results included in the tables will provide you with a better understanding of the direction(s) along which your subgroup could improve.


SUBGROUP ANALYSIS Role In Organization

43



ANALYSIS OF VARIANCE - ROLE IN ORGANIZATION

Culture Style Contrasts Between Subgroups

Constructive

Styles

Avg. Raw Score

Max

Min

Different

Achievement 36.9 41.8 31.5 *** Self-Actualizing 33.7 38.5 31.0 *** Humanistic-Encouraging 38.8 43.3 33.9 *** Affiliative 39.8 44.5 35.1 ***

Passive/Defensive

Styles

Avg. Raw Score

Max

Min

Different

Approval 26.2 28.3 22.5 ** Conventional 25.1 28.4 20.8 *** Dependent 29.2 32.0 24.1 ** Avoidance 18.0 20.8 14.9 **


Styles

Avg. Raw Score

Max

Min

Different

Oppositional 19.2 21.3 15.7 Power 20.5 24.3 17.4 * Competitive 17.9 20.2 15.9 * Perfectionistic 26.4 29.7 24.2 **

SIGNIFICANCE KEY:

* **

***

Green text indicates a significance of p< .05 Blue text indicates a significance of p< .01 Red text indicates a significance of p< .001



44



Culture Style Contrasts: Achievement Role In Organization

Avg. Raw Score

Max

Min

Different

36.9 41.8 31.5 *** Pct

0 5 10 15 20 25 30 35 40 45 50

Subgroup 1

Subgroup 2

Subgroup 3

Subgroup 4

Subgroup 5

Subgroup 6

Subgroup 7

39.9

41.8

34.7

31.5

37.9

37.5

35.2

83

94 60

64

40

34 11

SubGroup Key Subgroup 1: Division-based Administrator Subgroup 2: School-based Administrator Subgroup 3: Teacher Subgroup 4: Division Services Provider Subgroup 5: School-based Support Staff Subgroup 6: Division-level Fac.& Trans. Staff

Member Subgroup 7: Division-level Support Staff Member



45



Culture Style Contrasts: Self-Actualizing Role In Organization

Avg. Raw Score

Max

Min

Different

33.7 38.5 31.0 *** Pct

0 5 10 15 20 25 30 35 40 45 50

Subgroup 1

Subgroup 2

Subgroup 3

Subgroup 4

Subgroup 5

Subgroup 6

Subgroup 7

31

31.4

38

38.5

32.7

32.7

31.8

91

93 41

40

27

25 30





46



Culture Style Contrasts: Humanistic-Encouraging Role In Organization

Avg. Raw Score

Max

Min

Different

38.8 43.3 33.9 *** Pct

0 5 10 15 20 25 30 35 40 45 50

Subgroup 1

Subgroup 2

Subgroup 3

Subgroup 4

Subgroup 5

Subgroup 6

Subgroup 7

38.7

36.7

43.3

43.3

36.3

39.1

33.9

97

97 59

82

62

78 38





47



Culture Style Contrasts: Affiliative Role In Organization

Avg. Raw Score

Max

Min

Different

39.8 44.5 35.1 *** Pct

0 5 10 15 20 25 30 35 40 45 50

Subgroup 1

Subgroup 2

Subgroup 3

Subgroup 4

Subgroup 5

Subgroup 6

Subgroup 7

40.3

37.6

44.5

43.3

38.5

39.6

35.1

95

90 56

65

48

73 27





48



Culture Style Contrasts: Approval Role In Organization

Avg. Raw Score

Max

Min

Different

26.2 28.3 22.5 ** Pct

0 5 10 15 20 25 30 35 40 45 50

Subgroup 1

Subgroup 2

Subgroup 3

Subgroup 4

Subgroup 5

Subgroup 6

Subgroup 7

28.3

25.9

24.5

22.5

28.3

26.6

27.5

22

9 58

43

36

59 51





49



Culture Style Contrasts: Conventional Role In Organization

Avg. Raw Score

Max

Min

Different

25.1 28.4 20.8 *** Pct

0 5 10 15 20 25 30 35 40 45 50

Subgroup 1

Subgroup 2

Subgroup 3

Subgroup 4

Subgroup 5

Subgroup 6

Subgroup 7

26.3

27

20.8

21.7

28.4

24.1

27.1

5

7 56

18

43

37 45





50



Culture Style Contrasts: Dependent Role In Organization

Avg. Raw Score

Max

Min

Different

29.2 32.0 24.1 ** Pct

0 5 10 15 20 25 30 35 40 45 50

Subgroup 1

Subgroup 2

Subgroup 3

Subgroup 4

Subgroup 5

Subgroup 6

Subgroup 7

31.7

30.7

24.1

26.1

31.2

28.6

32

5

13 61

33

56

67 70





51



Culture Style Contrasts: Avoidance Role In Organization

Avg. Raw Score

Max

Min

Different

18.0 20.8 14.9 ** Pct

0 5 10 15 20 25 30 35 40 45 50

Subgroup 1

Subgroup 2

Subgroup 3

Subgroup 4

Subgroup 5

Subgroup 6

Subgroup 7

18.3

18.3

16.2

14.9

19.3

18.5

20.8

11

5 40

32

30

30 55





52



Culture Style Contrasts: Oppositional Role In Organization

Avg. Raw Score

Max

Min

Different

19.2 21.3 15.7 Pct

0 5 10 15 20 25 30 35 40 45 50

Subgroup 1

Subgroup 2

Subgroup 3

Subgroup 4

Subgroup 5

Subgroup 6

Subgroup 7

21.3

18.9

15.7

18.1

20.4

18.9

21.1

1

9 30

14

14

43 40





53



Culture Style Contrasts: Power Role In Organization

Avg. Raw Score

Max

Min

Different

20.5 24.3 17.4 * Pct

0 5 10 15 20 25 30 35 40 45 50

Subgroup 1

Subgroup 2

Subgroup 3

Subgroup 4

Subgroup 5

Subgroup 6

Subgroup 7

21.3

20.6

17.4

19.6

22.2

18.1

24.3

3

12 27

6

17

21 46





54



Culture Style Contrasts: Competitive Role In Organization

Avg. Raw Score

Max

Min

Different

17.9 20.2 15.9 * Pct

0 5 10 15 20 25 30 35 40 45 50

Subgroup 1

Subgroup 2

Subgroup 3

Subgroup 4

Subgroup 5

Subgroup 6

Subgroup 7

18.3

18.8

17.5

15.9

20.2

16.4

18.4

14

7 33

9

20

18 18





55



Culture Style Contrasts: Perfectionistic Role In Organization

Avg. Raw Score

Max

Min

Different

26.4 29.7 24.2 ** Pct

0 5 10 15 20 25 30 35 40 45 50

Subgroup 1

Subgroup 2

Subgroup 3

Subgroup 4

Subgroup 5

Subgroup 6

Subgroup 7

24.7

25

24.2

25.9

29.7

27.7

27.4

10

20 56

38

14

12 33





56



DIVISION-BASED ADMINISTRATOR

Current

N = 11

Total Group Current

N = 227

Total Group Ideal

N= 36



57



Current Culture Division-based Administrator (N=11)

Constructive

Styles

Raw Score

Percentile

Strength

Standard Deviation

Intensity

Different

Humanistic-Encouraging 43.3 97% Very High 4.65 Strong *** Affiliative 44.5 95% Very High 3.53 Very Strong *** Achievement 39.9 83% High 3.83 Strong Self-Actualizing 38.0 91% Very High 4.80 Average **

Passive/Defensive

Styles

Raw Score

Percentile

Strength

Standard Deviation

Intensity

Different

Approval 24.5 22% Below Average 7.87 Very Weak Conventional 20.8 5% Very Low 6.74 Weak ** Dependent 24.1 5% Very Low 6.39 Weak ** Avoidance 16.2 11% Low 4.73 Average


Styles

Raw Score

Percentile

Strength

Standard Deviation

Intensity

Different

Oppositional 15.7 1% Very Low 4.45 Average ** Power 17.4 3% Very Low 5.90 Average * Competitive 17.5 14% Low 5.45 Average Perfectionistic 24.2 10% Low 6.55 Weak SIGNIFICANCE KEY:

* **

***




58



Cultural Outcomes Division-based Administrator (N=11)

Role Clarity

do you clearly know what is expected of you as a member of this organization? Avg S.D.

1 2 3 4 5

Subgroup 4.5 0.7 Total Group 3.8 0.9

Role Consistency

Avg S.D.

1 2 3 4 5


do you receive inconsistent messages regarding what is expected?* Avg S.D.

1 2 3 4 5


do you feel you comfortably "fit in" as a member of this organization? Avg S.D.

1 2 3 4 5


does your job require you to think and behave differently than would otherwise be the case?* Avg S.D.

1 2 3 4 5


Key Item Scale

Subgroup AverageTotal Group AverageHistorical AverageConstructive Benchmark

Standard Deviation





59




Satisfaction

Avg S.D.

1 2 3 4 5


are you satisfied being a member of this organization? Avg S.D.

1 2 3 4 5


do you expect to be with this organization two years from now? Avg S.D.

1 2 3 4 5


would you recommend this organization to someone like yourself as a good place to work? Avg S.D.

1 2 3 4 5


Key Item Scale


Standard Deviation




60





Avg S.D.

1 2 3 4 5



Avg S.D.

1 2 3 4 5


does the organization respond effectively to the changing needs of its customers/clients? Avg S.D.

1 2 3 4 5


do you believe the organization will get repeat business from its present customers/clients? Avg S.D.

1 2 3 4 5


does your organization have a reputation for superior customer service? Avg S.D.

1 2 3 4 5



Avg S.D.

1 2 3 4 5


Key Item Scale


Standard Deviation




61



SCHOOL-BASED ADMINISTRATOR

Current

N = 36

Total Group Current

N = 227

Total Group Ideal

N= 36



62



Current Culture School-based Administrator (N=36)

Constructive

Styles

Raw Score

Percentile

Strength

Standard Deviation

Intensity

Different

Humanistic-Encouraging 43.3 97% Very High 4.86 Strong *** Affiliative 43.3 90% Very High 4.65 Strong *** Achievement 41.8 94% Very High 4.14 Strong *** Self-Actualizing 38.5 93% Very High 5.25 Average ***

Passive/Defensive

Styles

Raw Score

Percentile

Strength

Standard Deviation

Intensity

Different

Approval 22.5 9% Very Low 6.34 Weak *** Conventional 21.7 7% Very Low 5.28 Average *** Dependent 26.1 13% Low 5.56 Average *** Avoidance 14.9 5% Very Low 3.46 Strong ***


Styles

Raw Score

Percentile

Strength

Standard Deviation

Intensity

Different

Oppositional 18.1 9% Very Low 4.34 Average * Power 19.6 12% Low 6.12 Average Competitive 15.9 7% Very Low 4.19 Strong *** Perfectionistic 25.9 20% Below Average 6.23 Weak * SIGNIFICANCE KEY:

* **

***




63



Cultural Outcomes School-based Administrator (N=36)

Role Clarity


1 2 3 4 5


Role Consistency

Avg S.D.

1 2 3 4 5



1 2 3 4 5



1 2 3 4 5



1 2 3 4 5


Key Item Scale


Standard Deviation





64




Satisfaction

Avg S.D.

1 2 3 4 5



1 2 3 4 5



1 2 3 4 5



1 2 3 4 5


Key Item Scale


Standard Deviation




65





Avg S.D.

1 2 3 4 5



Avg S.D.

1 2 3 4 5



1 2 3 4 5



1 2 3 4 5



1 2 3 4 5



Avg S.D.

1 2 3 4 5


Key Item Scale


Standard Deviation




66



TEACHER

Current

N = 122

Total Group Current

N = 227

Total Group Ideal

N= 36



67



Current Culture Teacher (N=122)

Constructive

Styles

Raw Score

Percentile

Strength

Standard Deviation

Intensity

Different

Humanistic-Encouraging 36.3 59% Average 6.78 Weak *** Affiliative 38.5 56% Average 6.29 Weak * Achievement 37.5 60% Above Average 5.55 Average Self-Actualizing 32.7 41% Average 6.33 Weak *

Passive/Defensive

Styles

Raw Score

Percentile

Strength

Standard Deviation

Intensity

Different

Approval 28.3 58% Average 7.65 Very Weak ** Conventional 28.4 56% Average 7.88 Weak *** Dependent 31.2 61% Above Average 7.85 Very Weak ** Avoidance 19.3 40% Average 6.64 Weak **


Styles

Raw Score

Percentile

Strength

Standard Deviation

Intensity

Different

Oppositional 20.4 30% Below Average 5.73 Weak ** Power 22.2 27% Below Average 7.10 Weak ** Competitive 20.2 33% Below Average 7.52 Weak ** Perfectionistic 29.7 56% Average 7.52 Very Weak *** SIGNIFICANCE KEY:

* **

***




68



Cultural Outcomes Teacher (N=122)

Role Clarity


1 2 3 4 5


Role Consistency

Avg S.D.

1 2 3 4 5



1 2 3 4 5



1 2 3 4 5



1 2 3 4 5


Key Item Scale


Standard Deviation





69




Satisfaction

Avg S.D.

1 2 3 4 5



1 2 3 4 5



1 2 3 4 5



1 2 3 4 5


Key Item Scale


Standard Deviation




70





Avg S.D.

1 2 3 4 5



Avg S.D.

1 2 3 4 5



1 2 3 4 5



1 2 3 4 5



1 2 3 4 5



Avg S.D.

1 2 3 4 5


Key Item Scale


Standard Deviation




71



DIVISION SERVICES PROVIDER

Current

N = 16

Total Group Current

N = 227

Total Group Ideal

N= 36



72



Current Culture Division Services Provider (N=16)

Constructive

Styles

Raw Score

Percentile

Strength

Standard Deviation

Intensity

Different

Humanistic-Encouraging 39.1 82% High 7.68 Weak Affiliative 39.6 65% Above Average 9.12 Very Weak Achievement 37.9 64% Above Average 6.17 Weak Self-Actualizing 32.7 40% Average 7.65 Very Weak

Passive/Defensive

Styles

Raw Score

Percentile

Strength

Standard Deviation

Intensity

Different

Approval 26.6 43% Average 7.25 Weak Conventional 24.1 18% Low 7.80 Weak Dependent 28.6 33% Below Average 6.67 Weak Avoidance 18.5 32% Below Average 7.36 Weak


Styles

Raw Score

Percentile

Strength

Standard Deviation

Intensity

Different

Oppositional 18.9 14% Low 5.50 Weak Power 18.1 6% Very Low 6.03 Average * Competitive 16.4 9% Very Low 4.99 Strong Perfectionistic 27.7 38% Below Average 6.10 Weak SIGNIFICANCE KEY:

* **

***




73



Cultural Outcomes Division Services Provider (N=16)

Role Clarity


1 2 3 4 5


Role Consistency

Avg S.D.

1 2 3 4 5



1 2 3 4 5



1 2 3 4 5



1 2 3 4 5


Key Item Scale


Standard Deviation





74




Satisfaction

Avg S.D.

1 2 3 4 5



1 2 3 4 5



1 2 3 4 5



1 2 3 4 5


Key Item Scale


Standard Deviation




75





Avg S.D.

1 2 3 4 5



Avg S.D.

1 2 3 4 5



1 2 3 4 5



1 2 3 4 5



1 2 3 4 5



Avg S.D.

1 2 3 4 5


Key Item Scale


Standard Deviation




76



SCHOOL-BASED SUPPORT STAFF

Current

N = 29

Total Group Current

N = 227

Total Group Ideal

N= 36



77



Current Culture School-based Support Staff (N=29)

Constructive

Styles

Raw Score

Percentile

Strength

Standard Deviation

Intensity

Different

Humanistic-Encouraging 36.7 62% Above Average 6.67 Weak Affiliative 37.6 48% Average 6.22 Weak Achievement 35.2 40% Average 5.37 Average ** Self-Actualizing 31.4 27% Below Average 5.12 Average *

Passive/Defensive

Styles

Raw Score

Percentile

Strength

Standard Deviation

Intensity

Different

Approval 25.9 36% Below Average 6.69 Weak Conventional 27.0 43% Average 7.90 Weak Dependent 30.7 56% Average 7.12 Very Weak Avoidance 18.3 30% Below Average 5.10 Average


Styles

Raw Score

Percentile

Strength

Standard Deviation

Intensity

Different

Oppositional 18.9 14% Low 5.92 Weak Power 20.6 17% Low 6.62 Weak Competitive 18.8 20% Below Average 8.02 Weak Perfectionistic 25.0 14% Low 7.50 Very Weak * SIGNIFICANCE KEY:

* **

***




78



Cultural Outcomes School-based Support Staff (N=29)

Role Clarity


1 2 3 4 5


Role Consistency

Avg S.D.

1 2 3 4 5



1 2 3 4 5



1 2 3 4 5



1 2 3 4 5


Key Item Scale


Standard Deviation





79




Satisfaction

Avg S.D.

1 2 3 4 5



1 2 3 4 5



1 2 3 4 5



1 2 3 4 5


Key Item Scale


Standard Deviation




80





Avg S.D.

1 2 3 4 5



Avg S.D.

1 2 3 4 5



1 2 3 4 5



1 2 3 4 5



1 2 3 4 5



Avg S.D.

1 2 3 4 5


Key Item Scale


Standard Deviation




81



DIVISION-LEVEL FAC.& TRANS. STAFF MEMBER

Current

N = 3

Total Group Current

N = 227

Total Group Ideal

N= 36



82



Current Culture Division-level Fac.& Trans. Staff Member (N=3)

Constructive

Styles

Raw Score

Percentile

Strength

Standard Deviation

Intensity

Different

Humanistic-Encouraging 38.7 78% Above Average 3.21 Very Strong Affiliative 40.3 73% Above Average 3.06 Very Strong Achievement 34.7 34% Below Average 3.21 Very Strong Self-Actualizing 31.0 25% Below Average 0.00 Very Strong ***

Passive/Defensive

Styles

Raw Score

Percentile

Strength

Standard Deviation

Intensity

Different

Approval 28.3 59% Average 1.15 Very Strong Conventional 26.3 37% Below Average 5.69 Average Dependent 31.7 67% Above Average 2.08 Very Strong Avoidance 18.3 30% Below Average 1.53 Very Strong


Styles

Raw Score

Percentile

Strength

Standard Deviation

Intensity

Different

Oppositional 21.3 43% Average 7.37 Very Weak Power 21.3 21% Below Average 4.04 Strong Competitive 18.3 18% Low 4.73 Strong Perfectionistic 24.7 12% Low 1.53 Very Strong ** SIGNIFICANCE KEY:

* **

***




83



Cultural Outcomes Division-level Fac.& Trans. Staff Member (N=3)

Role Clarity


1 2 3 4 5


Role Consistency

Avg S.D.

1 2 3 4 5



1 2 3 4 5



1 2 3 4 5



1 2 3 4 5


Key Item Scale


Standard Deviation





84




Satisfaction

Avg S.D.

1 2 3 4 5



1 2 3 4 5



1 2 3 4 5



1 2 3 4 5


Key Item Scale


Standard Deviation




85





Avg S.D.

1 2 3 4 5



Avg S.D.

1 2 3 4 5



1 2 3 4 5



1 2 3 4 5



1 2 3 4 5



Avg S.D.

1 2 3 4 5


Key Item Scale


Standard Deviation




86



DIVISION-LEVEL SUPPORT STAFF MEMBER

Current

N = 8

Total Group Current

N = 227

Total Group Ideal

N= 36



87



Current Culture Division-level Support Staff Member (N=8)

Constructive

Styles

Raw Score

Percentile

Strength

Standard Deviation

Intensity

Different

Humanistic-Encouraging 33.9 38% Below Average 9.67 Very Weak Affiliative 35.1 27% Below Average 9.91 Very Weak Achievement 31.5 11% Low 6.12 Weak ** Self-Actualizing 31.8 30% Below Average 8.76 Very Weak

Passive/Defensive

Styles

Raw Score

Percentile

Strength

Standard Deviation

Intensity

Different

Approval 27.5 51% Average 4.41 Strong Conventional 27.1 45% Average 6.58 Weak Dependent 32.0 70% Above Average 5.40 Average Avoidance 20.8 55% Average 5.97 Weak


Styles

Raw Score

Percentile

Strength

Standard Deviation

Intensity

Different

Oppositional 21.1 40% Average 4.94 Weak Power 24.3 46% Average 9.27 Very Weak Competitive 18.4 18% Low 6.82 Weak Perfectionistic 27.4 33% Below Average 3.50 Strong SIGNIFICANCE KEY:

* **

***




88



Cultural Outcomes Division-level Support Staff Member (N=8)

Role Clarity


1 2 3 4 5


Role Consistency

Avg S.D.

1 2 3 4 5



1 2 3 4 5



1 2 3 4 5



1 2 3 4 5


Key Item Scale


Standard Deviation





89




Satisfaction

Avg S.D.

1 2 3 4 5



1 2 3 4 5



1 2 3 4 5



1 2 3 4 5


Key Item Scale


Standard Deviation




90





Avg S.D.

1 2 3 4 5



Avg S.D.

1 2 3 4 5



1 2 3 4 5



1 2 3 4 5



1 2 3 4 5



Avg S.D.

1 2 3 4 5


Key Item Scale


Standard Deviation



APPENDIX A

91



Appendix A: Demographics

ROLE IN ORGANIZATION Frequency Percentage

Division-based Administrator 11 4.9% School-based Administrator 36 16.0% Teacher 122 54.2% Division Services Provider 16 7.1% School-based Support Staff 29 12.9% Division-level Fac.& Trans. Staff Member

3 1.3%

Division-level Support Staff Member 8 3.6%


APPENDIX B

92



Appendix B: Correlations

Correlations Between Your Organization’s Culture and the Cultural Outcomes

In this subsection the relationship between the Outcomes of Culture items and the 12 culture styles are summarized for your organization, allowing you to identify those cultural norms that are working for or against the outcomes that you are most concerned with. The correlation results are summarized in tabular form. An asterisk (*) indicates a significant (at p<.05) correlation between the outcome and the culture style. For example, a significant positive relationship between Humanistic-Encouraging and “Satisfaction” indicates that the more that people within your organization believe they are expected to be Humanistic-Encouraging, the more satisfied they are. Conversely, the less that people within your organization believe they are expected to be Humanistic-Encouraging, the less satisfied they are. A double asterisk (**) indicates a highly significant relationship (at p<.01). Lastly, a triple asterisk (***) indicates the highest level of significance (p<.001). A negative sign (-) in front of a number indicates an inverse relationship between the variables. For instance, a negative relationship between Avoidance and Role Clarity means that as people report greater expectations of Avoidance behavior, they report lesser levels of Role Clarity. Also, the lower the levels of Avoidance behaviors, the higher the reported levels of Role Clarity. Inverse relationships are just as likely to be statistically significant as positive relationships, and should be interpreted along with any positive correlations to establish the overall “model” of the culture picture within the organization. The absence of an asterisk next to a number indicates that there is no significant relationship between that Outcome and the culture style, within your organization. For example, a non-significant correlation between Affiliative and “Commitment to Customer Service” can imply that the level of Affiliative behavior expected within your organization does not have implications for members’ perceptions of the Commitment to Customer Service. However, a non-significant correlation can also be the result of a lack of variance in responses by members within your organization on either the culture style or the Outcome (that is, if members had very similar scores on either the culture style or the Outcome measures, then it is unlikely that a correlation would come out as significant). A non-significant correlation can also be due to small sample sizes. Subsequently, non-significant or “0” correlations should be interpreted with care. When reviewing the correlation table, you’ll want to:

♦ identify which cultural norms are most strongly related to the Outcomes in need of improvement;

♦ refer back to your organization’s cultural gaps;

♦ and based on the correlation results, pinpoint which of these gaps are your most critical targets for change.


APPENDIX B

93



CONSTRUCTIVE STYLES Outcome Humanistic Affiliative Achievement Self-Actualizing Role Clarity 0.453*** 0.456*** 0.365*** 0.470*** Role Consistency 0.364*** 0.325*** 0.211** 0.363*** Satisfaction 0.487*** 0.406*** 0.394*** 0.490*** Commitment to Customer Service 0.493*** 0.470*** 0.428*** 0.488***

PASSIVE/DEFENSIVE STYLES Outcome Approval Conventional Dependent Avoidance Role Clarity -0.346*** -0.362*** -0.333*** -0.377*** Role Consistency -0.573*** -0.665*** -0.534*** -0.565*** Satisfaction -0.330*** -0.411*** -0.305*** -0.378*** Commitment to Customer Service -0.296*** -0.382*** -0.253*** -0.366***

AGGRESSIVE/DEFENSIVE STYLES Outcomes Oppositional Power Competitive Perfectionistic Role Clarity -0.253*** -0.205** -0.315*** -0.238*** Role Consistency -0.414*** -0.498*** -0.486*** -0.506*** Satisfaction -0.198** -0.290*** -0.235*** -0.183** Commitment to Customer Service -0.277*** -0.288*** -0.253*** -0.173**

SIGNIFICANCE KEY:

* **

***



APPENDIX C

94



Appendix C: Outcomes of Culture Comparative Profiles This subsection provides a visual illustration of the impact of your organization’s culture on the outcomes assessed by the complementary items.

Implications of High and Low Scores on the Cultural Outcomes This subsection provides concise interpretations of low (scoring 1 or 2), medium (scoring 3) and high (scoring 4 or 5) scores within each of the outcome areas measured by the OCI. Low scores are discussed in terms of their implications for changes in culture, structures, systems, processes, or practices. High scores are discussed in terms of their implications for other outcomes. In reviewing this subsection, you will want to begin developing a list of actions that can be undertaken by your organization to improve its effectiveness.


APPENDIX C

95



Role Clarity

High scores along these measures are positive and are associated with:

♦ significant effort by members to attain personal and organizational goals;

♦ effective teamwork and coordination; and

♦ relatively low levels of stress reported by members. Low scores along these measures are negative and can indicate the need for:

♦ more explicit job descriptions;

♦ establishing goals with greater specificity and clarity; and

♦ better recognition for goal attainment.

Role Consistency*

Low scores along these measures are negative and are associated with inefficient personal efforts, mistakes, and psychological symptoms of strain. Potential remedies include:

♦ cultural change programs;

♦ conflict resolution interventions; and

♦ individual stress management programs. High scores along these measures are positive and are associated with:

♦ achievement-oriented (rather than avoidance-oriented) behaviors;

♦ individual health and well-being; and

♦ lower rates of accidents and mistakes.

* Responses to these reversed items have been adjusted for consistency and presentation purposes.


APPENDIX C

96



Satisfaction

High scores along these measures are positive and are associated with:

♦ commitment and loyalty to the organization;

♦ a propensity to do what is needed and correct problems facing the organization;

♦ effective teamwork and coordination; and

♦ relatively low levels of employee tardiness and turnover. Low scores along these measures are negative and can indicate the need for:

♦ changes to create a more constructive and people-oriented culture;

♦ programs to promote more effective interpersonal relations;

♦ selection procedures that more effectively take into account the “fit” between the applicant and the job as well as the “fit” between the applicant and the organization; and

♦ task and job analyses to identify required competencies and resources; and/or

♦ job redesign interventions.


High scores along these service quality measures have been shown in various studies to be associated with other measures of organizational performance, including:

♦ sales growth;

♦ sales per square foot of selling space; and

♦ external evaluations of service quality. Low scores along these measures indicate the need for:

♦ the establishment of service-oriented procedures and norms;

♦ evaluation and possible re-engineering of core processes;

♦ customer-service training for employees and managers; and

♦ the revision of reward systems (to reinforce goal attainment rather than passivity).


APPENDIX C

97



ROLE CLARITY Low Scoring Respondents (Scored 1 or 2) N=17

Moderate Scoring Respondents (Scored 3) N=61

High Scoring Respondents (Scored 4 or 5) N=149


APPENDIX C

98



ROLE CONSISTENCY Low Scoring Respondents (Scored 1 or 2) N=12




APPENDIX C

99



SATISFACTION Low Scoring Respondents (Scored 1 or 2) N=9




APPENDIX C

100



COMMITMENT TO CUSTOMER SERVICE Low Scoring Respondents (Scored 1 or 2) N=2



1



Organizational Culture Report and other training and development materials

can be ordered from:

246 James Street South St. Marys, ON N4X 1A2 Canada phone: 519.284.4135 fax: 519.284.4272 e-mail: [email protected]

organizational culture report - sun west school division review/a_4sun we… · organizational...

Documents