...Main Menu · Help · Contact Us · Sign Out | | | | Your Results | | OCI Main Menu | | The OCI Inventory | | Contact Us | | OCI Help/FAQs | | Sign Out | | | | Name: | Date Survey Taken: 12/9/2013 | Organizational Culture ProfileThe culture of your organization is reflected in the shared values and beliefs that guide the thinking and behavior of members. While the prevailing culture can be somewhat subtle and abstract, it nevertheless sets patterns for the activities of the organization and the personal styles exhibited by members. These styles can range from Affiliative and Achievement oriented in organizations with Constructive cultures to Competitive and Dependent in those with Defensive cultures.The Organizational Culture Inventory provides a point-in-time picture of the culture of your organization. The results reflect your beliefs regarding how members should interact with one another in carrying out their work and meeting the expectations of their supervisors. The profile below graphically portrays your impressions of your organization’s culture in terms of norms and expectations for 12 distinct, but inter-related, behavioral styles.Click on any of the sectors in your OCI profile to see a brief description of the style or click here to view the descriptions of all twelve styles. Click here to read about how to interpret your OCI profile. OCI Style | Your Raw Score | Your Percentile Score | Typical Ideal Percentile Score*...
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...INTRODUCTION The State College, is a publicly funded institution established under the Dominica State College Act (2002) to provide tertiary level training and programmes in agriculture, arts and sciences, health and environmental science, teacher education, technical and technological training, tourism and hospitality, business, ecological and maritime studies, and adult and continuing education. As a national institution, benefiting from public funding, the College is dedicated to expanding and enriching educational opportunities for all citizens to enhance the overall development of the nation. The Dominica State College programmes of study lead to certificates, associate degrees and baccalaureate degrees. The Dominica State College Vision is to be recognized as a premiere institution of higher learning, committed to excellence and responsive to the needs of all stakeholders, and to the social, spiritual and economic challenges which face the Dominican society in the global environment. The institution has over 2000 students and employs over 50 faculty members among other staff and management personals. CURRENT CULTURE The Dominica State College shows a high level of avoidance culture, this characterizes organizations that fail to reward success, quick to punish while members are inclined to shift responsibilities to others. This typifies a culture where workers are not really bothered to an extent whereby their productivity is disturbingly low. The institution workers...
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...Running head: DAU ORGANIZATIONAL CULTURE INVENTORY An Examination of the Defense Acquisition University Organizational Culture Inventory Circumplex Ernest Fagan Keller Graduate School of Management Jodi Harrell, M.A, M.S. MGMT 591 Aug 13, 2012 DAU ORGANIZATIONAL CULTURE INVENTORY Corporate OCI Styles This paper will discuss the OCI survey results of my workplace, Defense Acquisition University (DAU) and reflect on the validity of those results. DAU provides acquisition and government contracting training and certification to Department of Defense personnel. Not surprisingly, the primary OCI style was Humanistic-Encouraging. We as instructors go to great lengths to ensure students are given ample opportunity to succeed. We stay after class, provide assistance with their lesson plans, and deliver the material in a way that suits different styles of learning. I am particularly partial to making charts and drawing flowcharts of contracting processes to foster comprehension, interpretation, and application. Each class is also divided into teams. This helps simulate the actual workplace environment. Contracting specialists do not work alone. The need input from the customer, confirmation of funding from the budget office, and steady feedback from the vendor during contract performance. That is highlighted by the Affiliative score. ...
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...Organizational Culture Inventory (OCI) Survey Introduction My organization is in the retail industry. Presently, I am employed as a sales staff at one of the most popular high-end children’s department store. This store is known for its low cost name brand children’s apparel and school uniform. My organization is a franchise and has various locations through out the borough of New York that is in Brooklyn, Bronx and Queens. The owners are three brothers so it is family operated. My organization has three department floors. The babies department is on the 1st floor, girls department is on the 2nd floor and the boys department is on the 3rd floor. I am working on the third floor (Boys department). The functions of my organization consists of the owner/C.E.O, Store operation; manager, cashier, sales staff, receiving, loss and prevention, Marketing; visual display, public relations and promotions, merchandising; planning, buying and inventory, Human resources; Personnel, training, finance: accounting, credit. Each floor is assigned a floor manager who reports to the store manager. The staff consists mostly women and the men do more of the inventory and moving of stock. Being that it is the retail industry, the organization main focus is to promote great customer service. Customers are the heart of the business. I recall when I got hired the store manager mentioned, “without the customers, we are nothing.” Members work either full time or part time, five days a week and are given...
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...particular because of I’ve gain a great deal of experience in a real work place from being at this company. With delivering more than 200 billion pieces of mail per year and connecting to every U.S. home and business. We are said to be integral to our nation and its economy and seek the best leadership available to continue our excellence in operational performance. The Postal Service had a tradition of on time delivery and customer satisfaction, but due to budget cuts there has been a decline. In the station I work out of there are approximately 75 employees and 5 managers. This company has been around for over 200 years with the same Vision, Purpose, and Direction. Current culture: The primary skill expressed based off of the OCI is the need for power. No matter what position you play in the company everyone needs their voice to be heard. In the service and delivery department the two most important powerful ones were of course the Postmasters, who hired, fired and who had control over all the aspects of service and delivery decision making and a say so in some parts of the overall company progress. Then in my department of delivery I have a few supervisors who didn’t really care how the employees felt, it was what upper management wanted no matter if it was right or wrong. Then you have the managers who demand power but really don’t deserve it and of course the employees who feel like they should have power because of their position while working at the company...
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...TEACHING NOTE ORGANIZATIONAL CULTURE AND CHANGE By Romuald Stone, DBA The construct of organizational culture has raised considerable interest of both academics and practitioners in the field of change management. Organizational culture is “derived from the anthropological concept of culture that attempts to explain why people in societies believe and behave as they do.” It has “become a common way of thinking about and describing an organization’s internal world—a way of differentiating one organization’s ‘personality’ from another.” This organizational self-image develops over a period of time with the core elements typically coalescing during the organization’s formative years. In many organizations we find a strong dominant culture that is pervasive not only in the headquarters element but across divisions and geographic regions. However, in large organizations this culture is not uniform but instead is composed of many subcultures. Subcultures may share certain characteristics, norms, and values yet they can be totally different with some functioning collaboratively and others in conflict with each other. Definition Organizational culture is defined as a complex set of shared beliefs, guiding values, behavioral norms, and basic assumptions acquired over time that shape our thinking and behavior; they are part of the social fabric of the organization—its genetic code. As such, culture drives the organization and guides the behavior of everyone in that...
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...Shalonda Jones OCI Survey Paper Introduction: The organization I selected to use for my study is Humana Insurance Company (Humana Inc.). Humana Inc., headquartered in Louisville, Kentucky, is one of the nation's largest publicly traded health and supplemental benefits companies. Humana is a full-service benefits solutions company, offering a wide array of health and supplemental benefit plans for employer groups, government programs and individuals. Humana is a Fortune 500 company with 26,000 employees nationwide. These organization was started 1961, initially Humana was a company that owned Hospitals and Nursing Homes. In 1984 Humana evolved into an insurance company selling medical and dental products. The 1990s marked Humana's transition into a consumer health benefits company. Humana spun off its hospital operations from the health insurance operations in 1993. Humana is now focus on being the most trusted insurance company in the industry. That is the history of Humana Inc. but my focus for the survey was just one department. I focused my survey on the Chicago Market Office Sales department. This department was started in 1992. There are 35 employees in the unit. The Chicago market sales office motto is “Guidance when you needed most”. The goal of the office was to make Humana the one stop shop for all your health care solutions. 2-A Culture Type: My company primary style is Affiliative, which characterizes an organization as having positive interpersonal relationships...
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...qwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyui opasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfgh jklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvb nmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwerty uiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdf ghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxc vbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwer tyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfg hjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcv bnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwert yuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasd fghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzx cvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwe rtyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdf ghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxc vbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwer tyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopas dfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklz xcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrt yuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasd fghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzx cvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwe rtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopa sdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjkl ...
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...and a founding member of the Marshall Goldsmith Group. Her past includes serving as V.P. of People Development at Hewlett-Packard, where she was responsible for establishing and driving the company’s talent management initiative, including a groundbreaking assessment process, which enabled the company to see the behaviors it most valued and culture it supported. But what Sharkey is best known for is the work she did with leaders at GE—championing a process that was described by CEO and business icon Jack Welch as a “best practice in leadership development.” At the core of that work are the surveys and inventories that Sharkey used while doing research for her dissertation—specifically, the statistically normed and validated tools created by Human Synergistics International (HSI). f o u n d at i o n a l r e s e a r c h “I started using Human Synergistics’ Organizational Culture Inventory® (OCI®) as part of the diagnostic toolset I selected for research during my PhD program at Benedictine University,” said Sharkey. Having always been fascinated by the link between...
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...culture that breeds achievements and focuses on core values like Integrity, Innovation, Customer focus, Collaboration, Leadership, Performance, and Respect for people. Company’s mission statement is “We will become most valued company to patients, customers, colleagues, investors, business partners and communities where we work and live.” Current Culture Organizational culture is system of shared actions, values and beliefs that guides the thinking and behavior of the members of the organization. Organizational culture is often called “the character of the organization”, since it embodies the vision of the company. The value of the culture influences the ethical standard within the organization as well as employee behavior. As per the OCI survey the organization has Aggressive/Defensive culture that encourages members to be competent, controlled, and superior. These organizations tend to place little value on people and include cultural norms that reflect expectations for members to approach task in forceful ways and promote internal competition. Cultural Type The primary culture in the organization is competitive culture in which winning is valued and members are rewarded for out-performing one another. People operate in a win or lose frame work and believe they must work competitively with their peers in order to be noticed. Out of eight defensive norms, competitive culture is...
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...from the continental United States to many other countries and provinces across the world. This paper is constructed to provide a synopsis of the Army’s current culture, Targets for Cultural Change, Potential Benefits & Risks of Cultural Change, followed by a Conclusion and Reflection statement. Current Culture The culture of an organization is comprised of the assumptions, values, norms, rituals and beliefs of organization members that guide their thinking and behavior. This section is utilized to identify the Army’s particular primary, secondary, and weakest style of cultural norms along with the behaviors associated with the current cultural type. Information gathered from this section can be attributed to the corresponding results of a survey obtained entitled the Army’s Organizational Cultural Profile...
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...Subject: Course Project Date: Friday, June 21, 2013 Title: Synergizing North American Energies Eric Hodge PO Box 20157, El Sobrante, Ca. 94820 Houseofcarpets11@cs.com 510.237.4447 Instructor: Michelle Branner About us: North American Energies founded in 2008 is headquarted in Richmond, California. NAE has 100 employees and 5 locations in the US and Canada, and is a privately held corporation. Overview of Organization North American Energies (nae) is a 5 year old company that supplies processed raw material in the form of charcoal and bio-fuels to public and private power generation companies. Currently hundreds of power plants (about 42% of all plants in the U.S. use coal) are running on coal which is an undesirable fuel because it gives off sulfur dioxide emissions, causes acid rain, and creates mercury pollution. Charcoaled hemp can be used to fuel and or be used alongside the coal. Since the hemp is a plant it only gives off CO2 and the new crop that is planted sucks up the CO2 that was previously emitted into the atmosphere. Thus the net CO2 emissions are zero. This makes it a clean burning fuel. Coal-Fired Power Plants are under mandate to begin shutdown. It is cheaper to change the fuel than to shutdown the plants and build new ones. The company has grown 50% a year for the last 4 years and is positioned to double in size the upcoming year. Nae contracts with farms in Canada and owns and operates factories in Canada and the US. They have capitalized...
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...Abstract The OCI is recognized as one of the most widely used and thoroughly researched organizational surveys in the world. The OCI provides a picture of an organization’s operating culture in terms of the behaviors that members believe are expected or implicitly required. By guiding the way in which members approach their work and interact with one another, these “behavioral norms” determine the organization’s capacity to solve problems, adapt to change, and perform effectively (Lafferty & Cooke, 2007). The OCI has been designed to help understand the organization that you work with and the internal culture. It gives you a perspective on the environment that you work in and how you fit with the culture. Introduction Nursefinders Staffing mission is to provide quality, comprehensive personnel management solutions, rewarding career opportunities, and superior health care services to our clients in a respectful and efficient manner. The entire Nursefinders Staffing team works hard to complete our mission. Nursefinders Staffing places the highest value on our employees and their contributions to help achieve Nursefinders Staffing’s overall mission. Nursefinders Staffing offers you a work atmosphere conducive to helping you exert your best in your job. At the same time Nursefinders Staffing expects you to perform your job responsibly, effectively, efficiently and competently. All Nursefinders Staffing staff, managers and employees must be committed to meeting or exceeding...
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...of engineering control system services. It supplies many governmental and private organizations with computerized control system and provide technical support and maintenance services. The company has ten departments and around five hundred employees. GCS started as a research center with a manager and a few engineers. It expanded to a professional company that works on governmental engineering control projects. After ten years, it grew up to become a bigger company specialized in advanced control systems. The problematic The most problematic in this organization are the Coercive Power and bad internal politics. Managers with coercive power make things difficult for people. Most of the employees want to avoid making them angry. As a result, they try to get the job done on time without involving into a discussion or any suggestion about it. In addition, management does not allow disagreements out of insecurity or arrogance. There is limited or no leadership performance feedback. Recruitments, selections and promotions are based on internal political agenda, for example hiring friends to guarantee personal loyalty at the expense of other highly performing and more qualified employees. Stock options, bonuses and perks are not fairly linked to performance. Budgets are allocated between business units or departments based on favoritism and power centers rather than actual business needs. Impacts of Power and Politics Management team spends most of their time on fire fighting...
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...to eight people reporting to them. The Unit Level Managers have from fifteen to twenty people reporting to them. In order to manage such large numbers of people, the Unit Level Managers are encouraged to empower their employees to take ownership of their jobs. The Team Lead role is used as a substitute for a Unit Level Manager, with increased responsibilities, but there is no increase in pay or grade when someone assumes the job. Often managers use the Team Lead role to groom future managers of NGIT. Many of the Team Leads are motivated, self-directed individuals who have a certain amount of autonomy in their current roles, which pre-disposes them for managerial work in the organization. OCI Review Based on my analysis of SE using the Organizational Culture Inventory (OCI) analysis tool, I determined that the organization’s primary style is Conventional. Conventional cultures focus on following procedures regardless of their applicability. SE is mandated to follow two rigorous procedures: Defense Contractor X’s Integrated Engineering Process Guide (IEPG) and Capability...
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