|
 |
 |
 |
 |
 |
|
|
|
Organisational Culture: Establishing what makes an Organisation Attractive By Quentin Jones, Director, Human Synergistics Page 2 of 7 Measuring and Understanding How Culture Works The Organisational Culture Inventory (OCI) and Organisational Effectiveness Inventory (OEI) measure both culture and climate. They provide a complete picture of the relationship between stated values (preferred culture) and the organisation's actual operating culture, identifying the key factors that influence that relationship (causal factors) and the outcomes associated with this.
Organisational Culture Research - Australia and New Zealand Startling differences are consistently measured between the preferred organisational culture and the actual culture profiles, representing a serious disconnect between what management seeks in terms of values and culture, and what members report as being their current operating cultures, that is, "how I am expected to behave". Culture profiles can be plotted and visually compared using the Human Synergistics circular Circumplex diagram.
Preferred Organisational Culture
Actual Organisational Culture In summary, leaders have an intention to build organisational cultures that reinforce achievement, excellence, goal setting, personal growth, cooperation, integrity, a sense of personal uniqueness, encouragement, support and generally fulfillment of "higher order" needs (Constructive behaviours). In contrast to this, individual staff experience the actual organisational culture as one that reinforces conventionality, compliance, avoidance of blame, dependence and the need for approval (Passive/Defensive behaviours) and covert opposition, competition, power, politics and the appearance of competence (Aggressive/Defensive behaviours). Next: Page 3: Culture Experienced by Engineers
|
|
|
|
