The Organisational Culture and Effectiveness Inventories (OCI/OEI)
Used together, the OCI and OEI generate the most comprehensive feedback
available for guiding and monitoring organisational change and development
programmes. The inventories, along with the integrated OCI/OEI Feedback Report,
provide a detailed picture of the organisation’s culture, the factors leading
to and reinforcing that culture, and the outcomes of culture.
Audience: Appropriate for members of large corporations, small
businesses, governmental agencies, health-care and other professional
organisations, and not-for-profit organisations.
Most Frequently Used for:
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Promoting an understanding of the organisation’s current culture and
identifying gaps in relation to the ideal
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Motivating change by demonstrating how cultural norms are interfering with
effectiveness at the member, sub-unit, and organisational levels
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Identifying systems, structures, technologies, and other “levers for change” to
move the culture in a more Constructive direction
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Identifying Constructive and effective sub-units to provide a model that can be
transferred to other units
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Monitoring the impact of organisational change initiatives over time
Time Required: 50 minutes to complete the inventories
Format: Paper Computer-Scored; Online
Feedback Provided: Results are provided on the strength of 12
cultural norms (associated with Constructive, Passive/Defensive, and
Aggressive/Defensive cultures), 12 outcomes of these cultural norms organised
into four categories (e.g. Employee Outcomes, Coordination and Adaptability),
and 31 levels for cultural change organised into nine categories (e.g. Job
Design, Managerial Leadership). The latter results are profiled against
“Historical Averages” for other units as well as “Constructive Benchmarks”
(scores achieved by highly effective organisations with adaptive cultures).
Presentation of Results: OCI results for the organisation and
sub-units are presented on the circumplex.
OEI results at the organisational and sub-unit levels are presented in bar
chart and tabular format. The OCI/OEI Feedback Report also includes
item-by-item results, descriptive text, and other information (e.g.,
correlations between the cultural norms and the outcomes and levers) to guide
organisational change and development initiatives.
Associated Outcomes: The OEI levers for change and outcomes
were selected on the basis of research carried out to identify the
organisational factors that are most strongly related to the OCI styles.
Numerous studies have confirmed that the OEI levers are positively related to
the cultural styles measured by the OCI. Similarly, research on various types
of organisations has documented the relationship between the OCI styles and the
OEI outcomes and other indicators of performance as measured via independent
methods (financial data, turnover records, interviews).
Research and Development by: Robert
A. Cooke, PhD
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