Questionnaire organizational culture pdf

Investigating the status of positive organizational behavior in governmental organizations with emphasis on Iranian Islamic values. View 2 excerpts, cites methods. This study is focused to identify the impact of organisational culture on employee job performance in a large scale apparel company BASL — Finishing. This research attempts to fill the gap of … Expand. View 1 excerpt, cites results.

For this purpose … Expand. The concept of organizational sustainability is gaining currency over time, as companies across industries strive to survive and counter stiff competition.

Organizations today use employee engagement … Expand. The impact of cultural diversity on the management style in an example of Irish Retail Company. This work aims to present the phenomenon of managing diversity in the company and learning the key benefits of this topic. Another important aspect of this study was to learn about the impact of the … Expand. The development of total quality management TQM , work culture and employee performance relationship in Malaysia manufacturing industry.

Total Quality Management TQM is a management philosophy and operating approach that aims to consistently exceed the current and future expectations of all stakeholders, based on continuous … Expand. Thus far the database primarily includes organizations from the USA, but some translations have been completed, and corporate research partners are being established in several other countries. A question that sometimes arises when interpreting the results is the relationship between the percentile scores for individual items and the percentile scores for the overall index.

This question often arises when the percentile score for an index is not the same as the average of the percentile scores for the items. An index score is calculated by taking the raw average of the 5 line items for that index, then norming them against other organizations.

To compute the index score, we 1st take the raw average of these 5 items which is 3. What is the Involvement Trait? Involvement - Building human capability, ownership, and responsibility. Organizational cultures characterized as "highly involved" strongly encourage employee involvement, and create a sense of ownership and responsibility. They rely on informal, voluntary, and implied control systems, rather than formal, explicit, bureaucratic control systems.

Out of this sense of ownership grows a greater commitment to the organization and an increasing capacity for autonomy. Receiving input from organizational members increases the quality of the decisions and improves their implementation. This creates a sense of ownership and responsibility toward the organization. The organization relies on team effort to get work done. Capability Development - The organization continually invests in the development of employees' skills in order to stay competitive and meet ongoing business needs.

Consistency - Defining the values and systems that are the basis of a strong culture. Consistency provides a central source of integration, coordination and control. Consistent organizations develop a mindset and a set of organizational systems that create an internal system of governance based on consensual support. They have highly committed employees, key central values, a distinct method of doing business, a tendency to promote from within, and a clear set of do's and don'ts.

Consistency creates a "strong" culture based on a shared system of beliefs, values and symbols that are widely understood by members of an organization. Implicit control systems based on internalized values can be a more effective means of achieving coordination and integration than external-control systems that rely on explicit rules and regulations.

The power of this method of operation is particularly apparent when organizational members encounter unfamiliar situations. It enables individuals to better react in a predictable way to an unpredictable environment by emphasizing a few general, value- based principles on which actions can be grounded.

Organizational boundaries do not interfere with getting work done. This includes both the underlying level of agreement and the ability to reconcile differences when they occur.

Core Values - Members of the organization share a set of values which create a sense of identity and a clear set of expectations. Adaptability - Translating the demands of the business environment into action.

Organizations hold a system of norms and beliefs that support the organization's capacity to receive, interpret, and translate signals from its environment into internal behavioral changes that increase its chances for survival, growth and development. Three aspects of adaptability impact an organization's effectiveness. First is the ability to perceive and respond to the external environment. Successful organizations are very focused on their customers and their competitors. Second is the ability to respond to internal customers, regardless of level, department or function.

Third is the capacity to restructure and re-institutionalize a set of behaviors and processes that allow the organization to adapt. Without this ability to implement adaptive response, an organization cannot be effective. It is able to read the business environment, quickly react to current trends, and anticipate future changes. It reflects the degree to which the organization is driven by a concern to satisfy their customer.

Organizational Learning - The organization receives, translates, and interprets signals from the environment into opportunities for encouraging innovation, gaining knowledge and developing capabilities.

Mission - Defining a meaningful long-term direction for the organization. A mission provides purpose and meaning by defining a social role and external goals for the organization. It provides a clear direction and goals that serve to define an appropriate course of action for the organization and its members. A sense of mission allows an organization to shape current behavior by envisioning a desired future state.

Being able to internalize and identify with an organization's mission contributes to both short and long- term commitment to the organization. Success is more likely when individuals and organizations are goal directed. Vision - The organization has a shared view of a desired future state. It embodies core values and captures the hearts and minds of the organization's people, while providing guidance and direction.

In our experience, the following set of guidelines is very useful in defining and managing the change process. The purpose and objectives of the survey must be clear from the start.

An ambiguous purpose seldom leads to decisive action. Define your stakeholders and use them as a steering committee. Having a clearly defined group to guide your change process is always to your advantage. Design the process for built-in accountability. Successful culture change projects require managers to be accountable for the action that they take as a result of the survey process.

Problem areas identified by the survey are regarded as opportunities for improvement and the ability to use the diagnosis to create action plans is the pay- off. A process without accountability will reinforce the idea that the culture of the organization is something fuzzy and unmanageable that no one can do much about.

Define the process as you define the project. Successful projects usually define an integrated set of events built around the culture survey that lead to a clearly defined set of objectives.

Their human resources agenda was, in effect, driven by the problems and opportunities identified by the survey and the discussion of the results by top management. The table below shows the process steps and the flow of information between steps. The activities within each step will be discussed in detail in this section.

Determine the impact you would like the survey to have on participants, how you will share the results with members of the organization, and what actions you want them to take in response to results. Clearer objectives will better enable you to guide the assessment process and achieve maximum results in the action-planning process. These people are the "final" decision makers in the organization - those who have ultimate control of corporate resources. Management Team s : This group represents the level s between the executive group and the non-management employees.

The number of levels will depend on how many layers you have in your organization's hierarchy. Non-Management Groups: This group represents the people who get the work done, who understand the day-to-day processes, and who have the greatest impact on the performance of the organization as it relates to the customer and work flow.

Typical titles are Clerk, Designer, Salesperson, Associate, etc. Data cuts are used to generate reports of results for subgroups of the total study sample. This section reviews the reasons you might want data cuts, and the different types that are possible. A Single Report for the Entire Study In the simplest case, you will desire a single report summarizing the data for all respondents. Many users who initially desire only one report become intrigued by the data in the initial report and end up ordering additional reports which break down the responses by categories such as demographics, organizational position, etc.

Even if you are planning on only one report we advise structuring the data collection so that those options remain open. For details on available options, see the material that follows. Target audiences are often more persuaded by results when they have filled out the survey instrument and when they see results reported separately for their own group. In theory, this should not be necessary. The American public regularly believes election predictions based on samples as small as three to five hundred respondents even when there is no breakdown by groups and most of the public has not been part of the survey sample.

However, results used to support change efforts are more persuasive when the activity of filling out a form is more widespread and there are reports specific to various groups that have, or believe they have, different cultures. In some cases, the organization then decides to report results separately to several levels at the top as well as multiple units within an organization. There is a tradeoff between stimulating buy-in and the costs of the survey.

For that reason, some users cover everyone at the top but sample a smaller fraction of respondents at lower levels. An additional reason for requesting multiple reports is to determine if there are differences in culture between the diverse parts of an organization. You may have good reason to suspect discrepancies or you may wish to establish that suspected differences are not present.

Some target audiences have deep convictions and will not be persuaded by results unless they see these results broken out by sub-groups. In some organizations, the results will be used in sub-unit planning and each unit will need its own results. Be realistic about the time required to distribute and then collect the completed survey.

Remember that we require ten business days to score the completed survey and print the feedback packets, so plan your timetable backwards from the time you actually need the completed feedback packets. Materials and Tools The following is a listing of the various component pieces available for the Denison Organizational Culture Survey. It is important that you have an understanding of the various pieces for efficient administration of the survey.

Survey Instrument - The actual survey filled out by participants which is returned to the designated collector inside the company. For suggestions on how to distribute and collect surveys, see Data Collection. Facilitator's Guide - This guide provides background on the survey, a description of the model, Levers for Change, administration guidelines, and support materials.

PowerPoint Presentation see Section 4 of this Facilitator Guide - Overheads have been developed to assist the facilitator in explaining the Denison Model and the connection to performance.

It specifies the data cuts desired, number of surveys and the timeline agreed upon. See Appendix D. Summary Report s - A Summary Report is provided which provides an organization's compiled scores in the form of a graphic profile and line-item feedback. Levers for Change are also provided. This summary report can be provided in hard copy or electronic format.

Profile Transparency - Transparencies of the Summary Report are available for presenting your organization's graphic profile to a large group. If you want to break out responses from sub-groups, it is important that you coordinate the coding of the surveys with your Scoring Administrator.

This enables the scoring center to create the subgroup responses you desire. The surveys should be distributed with a memo explaining the purpose of the survey. The following memo is an example of a memo that could be sent with the survey. If special items on the survey items on the back of survey are being used, make sure to specify. Please take a few minutes to complete the attached Denison Organizational Culture Survey. Respond in terms that describe your organization as it is today.

It is important that you respond openly and honestly to the survey for accurate results. Your responses are completely confidential and will only be presented as part of the overall organizational profile. Please return the completed survey in the envelope provided to name of coordinator by date for processing. We appreciate your participation. The completed surveys must be forwarded to us for scoring and Summary Report preparation.

Our scoring process takes approximately 14 days to complete. Upon completion you will receive a Summary Report that includes your organization's graphic profile, line-item feedback, and Levers for Change. Distribute the surveys to the participants with instructions to return the completed surveys in the envelopes provided to the coordinator. Have participants return the surveys in the envelopes provided to the coordinator.

The coordinator can then forward them to us for processing. Advise the participants to complete the survey and insert it in the envelope, and place the envelope in outgoing mail. Coordination with the scoring center Users of the Denison Organizational Culture Survey work with a Scoring Administrator to coordinate the processing of surveys. A central contact person from the customer organization needs to be assigned to work directly with the Scoring Administrator. This person can be either the facilitator or another individual in the organization who can easily contact participants as needed.

The Customer Administrator is responsible for returning all of the necessary paperwork to us either by mail or fax. A Data Collection Form outlining the necessary information is provided when the initial order is placed. Surveys are scored. The scoring center can also print black and white copies and color transparencies of the reports for an additional cost. Printing would be done by the participating organization. To use this option the organization needs Adobe Acrobat software.

This can be downloaded from the internet free of charge. The most successful organizational change efforts provide feedback that reaches all the members of the organization who completed the survey. In most cases, the results are communicated widely in a series of meetings, usually beginning at the top of the organization, and then moving down.

Many times, organizations will also request that the specific data for a group or a division be presented in a separate report that is used for that group's feedback session. When this type of comprehensive feedback plan is coupled with an action-planning process, organizational change starts to happen.

What will be needed when the results are viewed? You will find the following materials and equipment helpful for a survey review meeting: 1.

A copy of the Summary Report prepared by us. Overheads of the Denison Organizational Culture Model and sample profiles found in the back of this guide, and your company's profile optional. A copy of the Levers for Change section in this guide.

An overhead projector. A flip chart, white board, or any other media for recording change actions. What is a reasonable outline and time line for presenting culture feedback? A specific time should be established for management to review the results of the survey. An agenda item s can be added to a regularly scheduled meeting or a special meeting can be planned. You should plan on spending two to four hours discussing the results depending on your desired outcomes.

You are there to provide an open and honest environment and to facilitate the review of results and development of action plans. You need to provide the initial information around the Denison Organizational Culture Model with the goal of having the participants interactively provide the remaining information on their own.

In other words, if you explain the model well enough, the participants will be able to interpret the sample profiles and your company profile on their own. Additionally, with gentle prompting from you, they should be able to highlight the opportunities for change, as well as move into a discussion on viable action plans. The PowerPoint Presentation See p. It is compiled in PowerPoint and can be used for a complete presentation or used to print transparencies.

The presentation is divided into five sections: 1 Background information on culture 2 The Denison Organizational Culture Model 3 The Denison Organizational Culture Model and business performance indicators 4 Sample profiles from different companies 5 Sample Company feedback report How do I present the organization's culture survey result?

How do I use the PowerPoint Presentation? We recommend completing the PowerPoint Presentation prior to presenting the organization's feedback. This helps to guarantee that participants understand the model and the business performance implications. The organization's culture survey results should be presented after the sample company data in the PowerPoint Presentation. How do I present the results? The following steps are recommended for presenting the organization's results. Step 1 - Display the Denison Organizational Culture Model and circumplex not the organization's data and ask participants in which traits and indices they think they will score strongest and weakest.

Record these responses. Step 2 - Display the feedback circumplex. Ask participants to identify any surprises and encourage some discussion. At this point it may become clear that different participants have different expectations and perspectives on the sample culture. Step 3 - Give participants a copy of the organization's feedback. This may be a black and white photocopy. Reflection and discussion are enhanced by participants having a copy of the feedback in hand.

This is meant to familiarize participants with the feedback report process rather than to generate discussion at this point. Step 5 - Give participants time to individually explore the feedback report. Approximately 15 minutes. Step 6 - Give participants your interpretation of the data. See "Interpretation Tips. Step 7 - Give participants an opportunity about 30 minutes to discuss the results in small groups.

Ask participants to report responses to the following questions - What pleases you most about the feedback? What concerns you most about the feedback? Responses to these questions create additional discussion. Use your judgement and time constraints to determine the appropriate time guidelines. Users ask questions such as: are we among the upper half of all organizations that are more profitable? Twenty-four items … Expand.

Highly Influenced. View 7 excerpts, cites results, background and methods. Organizational Behaviour across Cultures. The present article has two objectives. First, general issues for developing and testing cross cultural multi-level models such as variable identification, measurement, sampling and data analysis are … Expand. Assessing an organizational culture instrument based on the Competing Values Framework: Exploratory and confirmatory factor analyses.

Implementation science : IS. View 1 excerpt, cites methods. The relationship of organizational culture and innovation has been subject to extensive research over the last decades.

The multitude of cultural variables under investigation has led to a fragmented … Expand. Organizational culture and well-being at work: Challenge for organizations and management. View 3 excerpts, cites methods and background.

This study tested the psychometric quality and cultural equivalence of the German versions of three instruments for measuring organizational culture: the Denison Organizational Culture Survey DOCS , … Expand. The influence of national culture on organizational culture: A comparative study between 10 countries.

Abstract Organizational culture of industrial organizations was studied in 10 European countries using the FOCUS-instrument, based on the Quinn model Quinn, to measure organizational culture. Cultures in Organizations: Three Perspectives.

This is essentially a textbook in organizational culture. Log in with Facebook Log in with Google. Remember me on this computer. Enter the email address you signed up with and we'll email you a reset link.

Need an account? Click here to sign up. Download Free PDF. Organizational Culture Assessment Instrument. Pamela Silva. Jenny Arias. A short summary of this paper.