[This continues the discussion from Blog 10A]
The Organizational Culture Assessment Instrument (OCAI) is done twice by the leaders of the company: 1) how do they perceive the company? 2) where they would like the company to be?
- Dominant Characteristics
- Organizational Leadership
- Management of Employees
- Organizational Glue
- Strategic emphases
- Criteria of success
This delineates four types of culture:
- The Clan Culture held together by loyalty or tradition.
Leader Type: facilitator, mentor, team builder.
Value Drivers: commitment, communication, development.
Theory for Effectiveness: human development and participation.
Quality Strategies: empowerment, team building, employee involvement, communication.
- The Adhocracy Culture being at the leading edge.
The organization’s long term goal is growth and acquiring new resources. Success means gaining unique, new products or services. It’s important to be a leader in products or services. It prizes individual initiative and freedom.
Leader Type: innovator, visionary.
Value Drivers: transformation, agility.
Theory for Effectiveness: innovation, vision
Quality Strategies: surprise, new standards, anticipating needs,
continuous improvement, creative solutions.
- The Market Culture hard-driving competitiveness
Leader Type: competitor, producer
Value Drivers: market share, profitability
Theory for Effectiveness: aggressive competition and customer focus
Quality Strategies: customer preferences, improving productivity,
external partnerships, competitiveness.
- The Hierarchy Culture formal rules and policies.
Leader Type: monitor, organizer.
Value Drivers: efficiency, consistency, uniformity.
Theory for Effectiveness: control and efficiency
Quality Strategies: measurement, control, problem solving, quality tools.
The discussion will continue in Blog 10C.
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Pieter Kark, MD, Central Florida (near Orlando)