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Organizational Culture Inventory

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* Introduction Regional Transit System (RTS) is a city owned public transit bus system that is located in Gainesville Florida. Besides serving the public in public transportation they also service the local college students as this is one of their main revenue of income besides the standard government subsidies (® RTS Regional Transit System Gainesville, FL). * Current Culture * Cultural Type The current cultural type of the organization is primary that of Passive/Defensive this type of organization is a highly directed environment where jobs are narrowly defined and the supervision can be intense. Rarely are the right actions seen by the management however, they always see the wrong things that have gone on (© 2001 Readership Institute, 1998). These types of organizations see a high turnover rate and suffer from low satisfaction and motivation. In the past where this may have produced consistent, reliable products or services in today’s culture they work against responding quickly to changing customers needs, in addition to competition and technological advances (© 2001 Readership Institute, 1998). The behaviors associated with these types of organizations are that they normally government agencies or ones that are closely regulated by government or organizations that operate as monopolies. Since the lack of competition lead to the belief that customers will remain constant (© 2001 Readership Institute, 1998). Their secondary type is Aggressive/Defensive this culture is typical of unrelenting pressure to appear perfect and expert mitigates against customer service, as well as the admission of errors. It can also depress motivation and health. It also encourages people to appear competent and superior, even when their skills and experiences are lacking. They focus on confrontation, competition and criticism (© 2001 Readership Institute, 1998). Management puts their own interests before those of customers, employees and stockholders. They appear effective due to the past successes of the organizations. However this type of culture prevents organizations from adapting to changes in their environment and will ultimately affect financial performance. Companies that follow this type of style falsely believe that to be aggressive and compete externally they need to mirror those qualities internally. This however, is at the sacrifice of quantity and coordination is bypassed in favor of immediate personal success (© 2001 Readership Institute, 1998). * Targets for Cultural Change * OCI Scores

* Ideal/Current/Gap

TARGETS FOR CULTURAL CHANGE GRID OCI Norms | Ideal Score | Your Current Score | Gap* | CONSTRUCTIVE
Achievement | 78% | 4% | 74% | Self Actualizing | 82% | 6% | 76% | Humanistic | 85% | 3% | 82% | Affiliative | 71% | 1% | 70% | | | | | PASSIVE DEFENSIVE
Approval | 27% | 69% | 42% | Conventional | 18% | 95% | 77% | Dependent | 24% | 90% | 66% | Avoidance | 27% | 92% | 65% | | | | | AGGRESSIVE DEFENSIVE
Oppositional | 45% | 84% | 39% | Power | 30% | 96% | 66% | Competitive | 42% | 81% | 39% | Perfectionistic | 25% | 14% | 0% | * Targets for Cultural change * There are many problems within this organization however; I will only discuses a few of them. Within the constructive culture they need to work on all of these to bring up moral and help in retaining employees in addition to bolstering customer satisfaction because employees are happier and going the extra mile to help the organization. * One of the first things that RTS should work on is Humanistic just some of the things that they could do that would help in this aspect would be to first started matching the person abilities to the complexities of the job, encourage workers to make suggestions and then listen to them, and give constructive feedback that would help them change things that they might be doing wrong (Chalofsky & Griffin, 2008). Within the Passive-Defensive the approval culture conflicts are avoided and interpersonal relationships are at least pleasant, Member feel that they should agree with, gain the approval of, and be liked by others. This limits the organizations effectiveness by minimizing constructive ideas that are different from the organization as well as stifling the expression of ideas and opinions. Without the open forum for people to express their ideas the organization can lose valuable source of innovation (Human Synergistics). The Conventional is conservative, traditional, and bureaucratically controlled. Where workers are expected to conform, follow the rules, and make a good impression. They are expected to fit into a mold that the organization has set. This type of culture interferes with the effectiveness by suppressing innovation and preventing the organization from adapting to changes in its environment (Human Synergistics). It is the constructive aspect that RTS should be striving for as this type of culture reflects a healthy balance of people and task related concerns and promotes the fulfillment of higher-order needs for satisfaction (Human Synergistics).

* Benefits/Risks of Cultural Change As studies have shown organizations that treat people right get enormous dividend, high rates of productivity, and low rates of turnover over organizations that treat people poorly as they experiences the opposite effect and end up complaining about the demise of loyalty and the absence of talent (Chalofsky & Griffin, 2008). In addition; employees that work for organizations that provide a positive work-life balance associated positively with high satisfaction in work-life while organizations with more hierarchical cultural values associated produced findings that were express in the other direction (Chalofsky & Griffin, 2008). Therefore, switching to a Humanistic environment will encourage members to interact with others to meet higher-order satisfaction needs while lowering turnover rate and improving workers performance.

* Reflection Organizations that provide a well rounded working environment will find that the people that they employee are not there just because of any benefits. The benefits are a result of the work-life culture that they have developed, because the culture values their employees. In addition, employees will have an overwhelming commitment to their organization. We know that no organization can be all things to all people, however, organizations that work hard to recognize and support employees’ work, family, leisure, personal and community needs. They know that if work-life balance is provided, than more of the whole employee will be able to focus as well as want to focus on their work. When employees go to work every day knowing that they make a difference that their voice is heard, their work is meaningful, and they enjoy the company of their colleagues, then they will fell that they are truly a part of the organization. It is at this time that they strive to give the organization 100% and begin to feel as if it is part of their community. It should be our goal to strive to make an environment that is healthy for both workers and customers.

* Works Cited
© 2001 Readership Institute. (1998). The Five-Minute Guide to Culture. Retrieved 5 24, 2010, from Readership Institute: http://www.readership.org/culture_management/culture/data/five_minute_guide.pdf
® RTS Regional Transit System Gainesville, FL. (n.d.). RTS Regional Transit System. Retrieved 5 15, 2010, from RTS Regional Transit System: http://www.go-rts.com/
Chalofsky, N., & Griffin, M. G. (2008). Work-life Programs and Organizational Culture: The Essence of Workplace Community. Retrieved 5 27, 2010, from http://eric.ed.gov/ERICDocs/data/ericdocs2sql/content_storage_01/0000019b/80/1b/da/34.pdf
Human Synergistics. (n.d.). The Link Between Individual, Group, and Organizational Development. Retrieved 5 30, 2010, from Circumplex: http://www.google.com/url?sa=t&source=web&ct=res&cd=10&ved=0CDkQFjAJ&url=http%3A%2F%2Fwww.acumen.com%2FDefault.aspx%3Fapp%3DLeadgenDownload%26shortpath%3Ddocs%252FCircumplex%2Bsummary%2Bsheet.pdf&rct=j&q=Passive-Defensive+approval+culture+&ei=igQDTLbZMoL7

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