|
|
|
K. S. Cameron and R. E. Quinn (1999)
developed their "competing values" approach to culture, positing that
organizational culture can and does change. Their model assumes
that there are four different "models" of organizational culture, six
essential dimensions of culture, and that each model has different
preferred approaches for each of the six dimensions. |
|
Models of Culture |
|
The Hierachy Culture is based
on Weber's theory of bureaucracy and values tradition, consistency,
cooperation, and conformity. The Hierarchy model focuses more on
internal than external issues and values stability and control over
flexibility and discretion. This is the traditional "command and
control" model of organizations, which works well if the goal is
efficiency and the organizational environment is stable and simple--if
there are very few changes in customers, customer preferences,
competition, technology, etc. |
|
The Market Culture also valued
stability and control but focused more on external (market) rather than
internal issues. This culture tends to view the external environment as
threatening, and seeks to identify threats and opportunities as it seeks
competitive advantage and profits. |
|
The Clan Culture focuses on
internal issues and values flexibility and discretion rather than
seeking stability and control. Its goal is to manage the
environment through teamwork, participation, and consensus. |
|
The Adhocracy Culture focuses on
external issues and values flexibility and discretion rather than
seeking stability and control; its key values are creativity and riak
taking. Organizational charts are temporary or nonexistence; roles
and physical space are also temporary. |
|
Dimensions of Organizational Culture |
|
The six key dimensions of organizational
culture, according to Cameron and Quinn, are Dominant
Characteristics, Organizational Leadership, Management of Employees,
Organizational Glue Strategic Emphasis, and Criteria for
(judging) Success. |
|
OCAI Format |
|
The OCAI consists of two forms comprised
of the same items: one form asks respondents to assess the degree to
which each of four statements is true regarding each of the six
dimensions; the second asks respondents to assess the degree to which
each of the four statements would describe the ideal approach to each of
the six dimensions. |
|
Usefulness |
|
The OCAI is very useful in determining the
degree to which an organization's culture supports its mission and
goals, and in identifying underlying elements in the culture which may
work against full achievement of its mission and goals. And it is
very useful when an organization is deliberately seeking to re-define
itself and its culture, and seeks to identify cultural elements which
best support--and those which hinder--its change efforts. |
|
Terminology of the questionnaire is very
clear, and can be used as the basis for observations and interviews.
|
|
|
|
Reference |
K. S. Cameron & R. E. Quinn (1999).
Diagnosing and changing organizational culture.
Upper Saddle
River, NJ: Prentice-Hall. |
|
|
|
|
|
|
