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An Introduction to the

Organisational Culture Questionnaire (OCQ)

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Introduction

What is Organisational Culture?

Most theorists agree that organisational culture exists, and that it has definite effects, but an explicit
definition of its true nature eludes capture. Some given definitions of organisational culture are:

“Learned ways of coping with experience” Gregory, 1983

“A pattern of basic assumptions invented, discovered and developed by a given group as it learns to
cope with its problems of external adaptation and internal integration that has worked well enough
to be considered valid and is therefore taught to new members as the correct way to perceive, think
about, and feel in relation to those problems” Schein, 1990

“A culture is not something an organisation has,, it is something an organisation is” Pacanowsky and
O’Donnell-Trujillo, 1983

Whatever the theoretical definitions of organisational culture, every organisation has its own
definition. Some examples are:

 Company Style
 “The way we do things around here”
 Company Philosophy

Why Study Culture?

There are many reasons for wanting to understand the culture of an organisation. It may be
particularly important during times of change, merger or acquisition or when planning the business
and human resource strategies. It may also be an important consideration when an organisation is
expanding, when the executives may have to decide whether they want to actively monitor the
whole culture or allow each new division or geographical area to develop its own culture.

Organisational Culture has implications for every aspect of the working environment; some of these
implications are given below.

 Culture determines the kinds of responses that the organisation makes to required changes and
will make to new problems. It can help predict how well the organisation will deal with change.
 It has been said that “Good managers make meanings for people, as well as money”.
 People may only notice their culture when the routine breaks down and they have to deal with
something unexpected. Having a knowledge and understanding of the culture can help the
members of a culture predict how the company may respond and deal with the unexpected
event.
 Culture determines the kind of people who will be attracted to the organisation and who will be

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successful in it. It also gives clear direction for the training and development of individuals by
defining what is, and what is not important, and what skills the individual needs to do well in the
organisation.
 In an organisation which has divisions or sub-cultures it may be that each is pulling or pushing in
a different way. This can lead to fragmentation or bewilderment, hence to confusion, conflict,
and a lack of co-operation.
 Culture implies stability, patterning of behaviours, and reflects all aspects of group life. It
recognises that our working environments are extensions of ourselves and directs attention to
symbolic significance.
 Organisations which have cultures that are too strong can become resistant to change and will be
slow to adapt to their environment.

How Does Organisational Culture Develop?

The culture of a particular organisation derives from two sources:

 The attitudes, values, and beliefs of senior executives. A whole culture can develop around the
vision of a charismatic leader. The leader can prescribe what is expected of his or her employees:
what the leader values can become what the organisation values.
 The past experience people have had in resolving the problems of adapting to the external
environment and maintaining the internal integration of the organisation. Norms of expected
behaviour can form following certain critical incidents. Myths can develop around these incidents
and be passed on to new people as representing particular aspects of the culture.

To build a culture an organisation needs three things:

 Commitment (to common philosophy and purpose)


 Competence (development and reward of competence in key areas)
 Consistency (to perpetuate the competence by attracting, developing, and retaining the right
people)

Models of Culture

There are two main approaches to organisational culture:

Type Models

Type models try to categorise the organisational culture into one of a limited number of
classifications. One model suggested that there are four types of organisational culture and that each
is reflected in the structure of an organisation and its set of systems. The four types are:

Power Task

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Role Person

This classification is one of a number of similar classifications and there is still no agreement about
which, if any, is correct.

The results from a Type classification are very difficult to use in developing a change programme for
an organisation. Even if we can find a description that fits the organisation, once we have labelled
the organisation, what do we do with that label?

Profile Models

Profile models do not try to categorise the organisational culture, but instead try to identify and
explore its key characteristics. Once they have been identified they can be compared to the culture
that the organisation wants to operate and any appropriate changes can be planned and monitored.

The Human Factors Organisational Culture Questionnaire is based upon a profile model. It was
designed as a practical instrument for the exploration of organisational culture and the management
of change. The Organisational Culture Questionnaire explores the prevailing culture within an
organisation across thirteen dimensions:

1. Individual Performance 8. Participation


2. Leadership 9. Innovation
3. Customer Focus 10. Decision Making
4. Organisation Structure 11. Professionalism
5. Communication 12. Organisational Goal Integration
6. Conflict Management 13. Fun
7. Human Resource Management

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The Organisational Culture Questionnaire (OCQ)

The thirteen dimensions of organisational culture explored in the Organisational Culture


Questionnaire are described below:

1. Individual Individual performance is emphasised as an important goal,


Performance: achievements in increasing performance are rewarded. Action is taken
whenever individuals or procedures seem to be unproductive.
2. Leadership: Managers are respected for their expertise, and their decisions
implemented. They communicate clearly the company goals and
culture.
3. Customer Focus: Customers’ current needs are actively identified and future needs
anticipated. Customers’ views are sought and listened to and feedback
is used to make improvements. People take time to understand their
customers’ markets and business pressures.
4. Organisation Responsibilities are clearly defined and individuals understand their
Structure: role and the extent of their authority. There are neither too many nor
too few managers and they have enough, but not too much power.
People are clear about the structure of the organisation and that
changes to it are made as and when necessary.
5. Communication: Managers and subordinates communicate readily on an informal basis
and meetings are held when necessary. People say what they really
think and information on future plans, etc., is readily accessible.
6. Conflict Subordinates as well as management are encouraged to volunteer their
Management: views, and disagreement is seen as a positive attempt to improve
things. If there is rivalry between divisions, then every effort is made to
ensure that the outcome is positive for all concerned.
7. Human Resource The right people are selected in the first place and effort is made to
Management: help them develop their skills. Promotion decisions are fair and
objective and good people are valued.
8. Participation: Ideas are welcomed from any level in the company and everyone's
views are taken into account before important decisions are made.
People feel that their views are valuable and that they will be
considered carefully and acted on if they are appropriate.
9. Innovation: Time and money are committed to exploring new ideas. These are
encouraged from everyone in the organisation and there are always
plenty forthcoming. The organisation will try radically new ideas at
times, even if it is not guaranteed that they will work.

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10. Decision Making: Decisions are made promptly and on the basis of the facts, not
personal prejudice or self-interest. People take responsibility for their
decisions and are not penalised if the results are not as they expected,
so long as the decision was soundly based on the facts available at the
time.
11. Professionalism: Colleagues co-operate with each other to achieve standards of
excellence and do not allow personal feelings or animosities to
interfere. Individuals are well qualified for the jobs that they do and
their technical knowledge is valued. The issue of professionalism is
frequently discussed and regarded as an important asset.
12. Organisational The overall organisational goal is clearly understood by all employees.
Goal Integration: Individual and subsidiary goals are in line with the overall company
goals and all employees understand the contribution that they are
making to them. Individual and group performance targets, reward
systems and training all emphasise the overall company objective and
are designed to expedite its achievements.

13. Fun: People look forward to going to work and enjoy the work they do. They
have a positive view of the workplace, their colleagues and the
company's achievements. The company organises social and other
events for the enjoyment of its employees.

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Examples of Culture

The following charts show interesting examples of culture as measured on HFI’s OCQ. This illustrates
how culture varies across organisations and can be indicative of serious issues.

International IT Company With Poor Leadership

This organisation suffered from leadership difficulties, and scored particularly poorly on this
dimension. These management difficulties soon led them to being on the brink of failure.

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Organisation on the Edge of Bankruptcy

This service organisation was struggling – although the company was fun to work for and included
qualified individuals, it did not look out for its customers, and had no clear goals it was working
towards. They went into voluntary liquidation 18 months later.

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An Organisation with a Strong Culture

This is the OCQ profile of an established steel stockholding company that is consistently the most
profitable in the UK. Their culture rated as excellent in 9 dimensions.

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Executive Summary
Overview

The Organisational Culture Questionnaire was fully completed by 1000 staff out of 1500 from ACME
Co. in 2007. This was a response rate of 67.1%. In addition to the 1007 staff who completed fully, a
further 39 staff only completed one of the two sections of the questionnaire. Their input was also
used in the report.

Summary of Results

The 2007 culture results show ratings between 54 and 73 with 2 of the 13 dimensions at the “Good”
level and the remaining 11 rated as “Fair”. There is still an opportunity for improvement in order to
become rated as “Good” in all dimensions. 2 of the overall culture areas for the whole company
achieved an average rating above 70 which is classified as “Good”. There are no overall dimensions
rated below 54. There are no overall dimensions rated above 73. Only 1.4% of the responses to a
question were unanswered.

Overall Comparison With 2004


 On average, culture is rated the same as it was when last surveyed.
 Overall there have been increases in 4 dimensions of the culture, namely Fun +6, Participation
+4, Conflict Management +1 and Innovation +1.
 Overall there have been decreases in 7 dimensions of the culture, namely Customer Focus -1,
Professionalism -2, Leadership -1, Organisational Goal Integration -1, Individual Performance -5,
Decision Making -3 and Organisation Structure -4.
 None of the overall culture areas for the whole company achieved an average rating above 80
which is classified as “Excellent”.

Overall Comparison With All OCQ Data


 ACME Co.’s culture is rated as 3 higher than the benchmark group of All OCQ Data.
 Overall ACME Co. scores higher than the benchmark group in 10 dimensions of the culture,
namely Customer Focus +6, Professionalism +5, Leadership +6, Organisational Goal Integration
+2, Human Resource Management +2, Participation +2, Communication +3, Individual
Performance +4, Decision Making +1 and Conflict Management +6.
 They score lower in 2 dimensions of the culture, namely Fun -1 and Organisation Structure -3.

Behaviour Elements
 At the behaviour element level, 10 behaviours out of 130 were rated “Poor” (lower than 50). Of
those elements rated as “Poor”, 3 are in the Innovation dimension.
 80 behaviours out of 130 were rated “Fair” (between 50 and 70).
 32 behaviours out of 130 were rated “Good” (between 70 and 80).

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Subgroup Analysis

4 of the 32 subgroups gave the organisation “Excellent” average ratings in at least one dimension.

 The L subgroup gave an average rating of 80 and above in 1 dimension. (Professionalism)


 The 09 subgroup gave an average rating of 80 and above in 1 dimension. (Professionalism)
 The 10 subgroup gave an average rating of 80 and above in 2 dimensions. (Customer Focus,
Professionalism)
 The 11 subgroup gave an average rating of 80 and above in 7 dimensions. (Professionalism,
Decision Making, Fun, Customer Focus, Leadership, Human Resource Management, Individual
Performance)

4 of the 32 subgroups gave the organisation “Poor” average ratings in at least one dimension.

 The B subgroup gave an average rating of below 50 in 1 dimension. (Innovation)


 The DDFI subgroup gave an average rating of below 50 in 2 dimensions. (Organisational Goal
Integration, Innovation)
 The A (DDFI) subgroup gave an average rating of below 50 in 6 dimensions. (Participation,
Decision Making, Human Resource Management, Organisation Structure, Innovation,
Organisational Goal Integration)
 The B (DDFI) subgroup gave an average rating of below 50 in 2 dimensions. (Organisational Goal
Integration, Innovation)

Relative Differences in Business Unit Subgroup Scores

Subgroup “A,C,F,G”:
Gave relatively lower ratings on: Gave relatively higher ratings on:
 Fun  Professionalism
 Participation  Leadership
 Conflict Management  Organisational Goal Integration
 Human Resource Management
 Decision Making

Subgroup “B”:
Gave relatively lower ratings on: Gave relatively higher ratings on none of the
 Participation dimensions.
 Fun
 Communication

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Subgroup “D”:
Gave relatively lower ratings on none of the Gave relatively higher ratings on:
dimensions.  Participation
 Innovation
 Fun
 Leadership
 Human Resource Management
 Conflict Management

Suggestions for Improvement


Customer Focus
Professionalism
Fun
Leadership
Organisational
Goal Integration
Human Resource
Management
Participation
Communication
Individual
Performance
Decision Making
Organisation
Structure
Conflict
Management
Innovation

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Overall Results
Context

The Group Profile

The Organisational Culture Questionnaire was fully completed by 1007 staff out of 1501 from ACME
Co. in 2007. This was a response rate of 67.1%. In addition to the 1007 staff who completed fully, a
further 39 staff only completed one of the two sections of the questionnaire. Their input was also
used in the report.

This is higher than the 61.0% from 2004.

The group was broken down by Business Unit in the following subgroups:

Business Unit Questionnaires


A,C,F,G 82
B 86
D 332
DDFI 204
E 220
H 28
I 229
J 33
K 94
L 28
M 165

The group was also broken down by Business Unit (DDFI) in the following subgroups:

Business Unit (DDFI) Questionnaires


Unassigned 1297
A (DDFI) 59
B (DDFI) 43
C (DDFI) 41
D (DDFI) 33
E (DDFI) 28

The group was also broken down by Grade Number in the following subgroups:

Grade Number Questionnaires


Unassigned 228
01 24
02 58
03 182
04 296
05 357

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06 210
07 75
08 56
09 7
10 5
11 3

The group was also broken down by Position in the following subgroups:

Position Questionnaires
Unassigned 218
Business Unit 1091
Support Unit 192

The Questionnaire

Respondents were presented with 130 statements and asked to rate these against the behaviour
within the organisation as a whole. They were specifically asked to think about the organisation as
they experience it now as opposed to how they would like it to be.

Respondents were given 5 answer options:

Almost Always (AA)


Usually (U)
Fifty-fifty (F)
Occasionally (O)
Rarely (R)

Comparison With the Previous Results

The scores from 2004’s questionnaire have been compared with these results and are displayed
following the overall results.

Comparison With the Benchmark Group

The scores from the questionnaire are compared to the benchmark group, following the overall
results.

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Overall Graph

The following graph shows the average ratings given by the respondents for each of the 13
dimensions for this year. A score of 100 would indicate that all respondents gave a rating of “Almost
Always” for every statement pertaining to that dimension.

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Distribution of Responses

Excellent - 80 and Above

Scores of 80 or more indicate that the organisation is strong in this dimension of culture. For ACME
Co., none of the 13 overall dimensions fell into this category. However, some of the behaviour
elements scored above 80 and these are listed in the following section.

Good - 70 to 80

Scores of 70 to 80 in any of the dimensions generally indicate that an organisation is functioning


effectively in those dimensions of the culture. ACME Co. achieved this level in 2 out of 13 areas.
Dimension Score
Professionalism 73
Customer Focus 71

The scores achieved in the above 2 dimensions suggest that these aspects of the culture are working
very well and that there is little that requires immediate attention.

Fair - 50 to 70

Scores of 50 to 70 in any of the dimensions generally indicate that these areas of culture are
reasonably well established but there are likely to be particular aspects of concern. These aspects are
identified by the low scoring behaviour elements within a dimension. ACME Co. culture ratings
between 50 to 70 were in 11 dimensions.

Dimension Score
Fun 68
Leadership 67
Communication 66
Decision Making 65
Human Resource Management 64
Individual Performance 64
Conflict Management 64
Participation 63
Organisation Structure 62
Organisational Goal Integration 59
Innovation 54

Poor - Below 50

Scores below 50 in any of the dimensions indicate that these areas of culture are of immediate
concern and raise issues which need to be addressed. None of the 13 overall dimensions fell into this
category. However, some of the behaviour elements scored below 50 and these are listed in the
following section.

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Key Strengths

These are the highest rated behaviour elements, as rated by ACME Co.. They are ranked in order,
with the strongest first.

Excellent - 80 and Above


Behaviour Dimension Rating
Every effort is made to deliver to clients on time Customer Focus 89
People here work well when they are enjoying their work Fun 87
We are all expected to make the best contribution we can
Professionalism 85
towards the organisation's goals
Absenteeism or slackness is not a problem Human Resource Management 85
People try to be highly productive Individual Performance 84
The people chosen to work here have good qualifications
Professionalism 80
in their field
I enjoy the company of my colleagues Fun 80
Our managers show the drive to achieve Leadership 80

Good - 70 to 80
Behaviour Dimension Rating
I can talk freely with my manager Communication 79
People listen to what the client wants Customer Focus 78
Up to date technical or specialist knowledge is valued in
Professionalism 78
people
People stay late to finish something that interests them Fun 78
People do not suffer as a result of putting up a strong
Conflict Management 78
argument
Clients' problems are recognised and dealt with promptly Customer Focus 77
I see my manager whenever I need to Communication 77
Disagreements do not lead to personal animosity Conflict Management 77
People who strive for excellence and quality are admired Professionalism 76
Discussion at meetings is very free and open Communication 76
We try to do things better than last time Individual Performance 75
Achievement is highly valued here Individual Performance 75
People do not pursue personal objectives at the
Professionalism 74
organisation's expense
It is not assumed that fun interferes with performance Fun 74
Managers and staff have informal discussions Communication 74

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Behaviour Dimension Rating
People know the clients' responsibilities and business
Customer Focus 73
pressures
Managers have the authority to make decisions in their
Organisation Structure 73
area of responsibility
Feedback from clients is used to make improvements Customer Focus 71
Professional expertise is strongly emphasised by
Professionalism 71
management
We ensure our work meets colleagues' requirements Professionalism 71
We select the right people to join us Human Resource Management 71
Individuals are treated fairly Human Resource Management 71
People do not interrupt each other unnecessarily Communication 71
People take responsibility for their decisions Decision Making 71
Managers know the extent of their responsibilities Organisation Structure 71
Staff may disagree with their manager without being
Conflict Management 71
penalised
Regular follow-ups are made to ensure that clients are
Customer Focus 70
happy with the service
People are proactive in anticipating the future needs of
Customer Focus 70
the client
The organisation arranges enjoyable social events Fun 70
In a crisis we trust our managers to make the right
Leadership 70
decisions
Managers call meetings for good reasons Communication 70
People who make clear decisions get on well here Decision Making 70

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Key Limitations

These are the lowest rated behaviour elements, as rated by ACME Co.. They are ranked in order, with
the lowest score first.

Poor - Below 50
Behaviour Dimension Rating
I feel that I would still come to work here even if I didn't
Fun 34
need the pay
Radical ideas are utilised by the management Innovation 37
This organisation has good training schemes Human Resource Management 39
Funds are available for trying out new ideas Innovation 42
I know in advance of any changes which are planned Communication 45
Time is made available to explore and develop new ideas Innovation 46
My manager discusses my productivity with me Individual Performance 48
We are told how the organisation's policy and strategy
Organisational Goal Integration 48
affect management decisions
Clients are considered as part of the organisation Customer Focus 48
Different parts of the company co-operate with each
Organisational Goal Integration 49
other to achieve the best for the company as a whole

Fair - 50 to 70
Behaviour Dimension Rating
People's failures are quickly forgotten Innovation 51
There is a minimum of red tape when it comes to new
Innovation 52
ideas
People who express disagreement openly are regarded as
Conflict Management 52
being interested in improving things
Action is taken about people who are not contributing Individual Performance 52
I feel that I am in touch with what is happening in the
Communication 52
organisation
A genuine attempt is made to consider everyone's views
Participation 53
before a decision is made
Disagreement leads to improvement Conflict Management 54
Responsibilities are clearly defined Organisation Structure 54
Job functions are clearly defined Organisation Structure 55
We have frequent feedback on our personal performance Individual Performance 55
We talk to each other rather than write memos or emails
Communication 55
to get things done

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Behaviour Dimension Rating
Once people join us they tend to stay for some time Human Resource Management 56
Strong feelings are expressed and discussed openly Conflict Management 57
Decisions are judged by their soundness at the time rather
Decision Making 57
than the eventual outcome
Our managers use a variety of decision making techniques Decision Making 57
We understand the reasons for the decisions that are
Participation 57
made
We ensure that the right person is in the right job Human Resource Management 57
Different groups in the organisation share the same goals Organisational Goal Integration 57
Efforts are made to resolve conflicts between the
Organisational Goal Integration 57
organisation's and the individual's objectives
New ideas are given a try Innovation 58
Managers engage in constructive competition Conflict Management 58
Our induction and training emphasise organisational
Organisational Goal Integration 58
objectives
The organisation's goals are clearly communicated to us Organisational Goal Integration 58
We seem to have about the right number of managers Organisation Structure 59
No one part of this organisation has too much power Organisation Structure 59
Almost everyone understands how they fit into the
Organisation Structure 59
organisation
Meetings are very productive Communication 59
We are rewarded for making progress towards the
Organisational Goal Integration 59
organisation's objectives
Work is a pleasure here Fun 59
There are about the right number of levels of
Organisation Structure 60
management in the organisation
We avoid making decisions before we have the necessary
Decision Making 60
information
We are rewarded according to the quality of our
Individual Performance 60
performance
This organisation makes the most of its employees'
Human Resource Management 60
abilities
Managers motivate staff well Leadership 60
Very little time is wasted here Individual Performance 61
People do not accept things without putting forward their
Conflict Management 62
own views
Changes are made in the management structure when
Organisation Structure 62
needed

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Behaviour Dimension Rating
Employees are asked for their suggestions Participation 62
My job is recognised as valuable by the organisation Participation 62
Management decisions clearly benefit the organisation Leadership 62
I can be innovative in this organisation Innovation 63
Innovative people are given support Innovation 63
Our managers have clear objectives Individual Performance 63
We thoroughly explore alternative approaches to
Innovation 64
problems
When things go wrong we discuss it to ensure it does not
Decision Making 64
happen again
Our line managers express interest in our ideas and
Participation 64
explore how to develop them
Management values it's people Human Resource Management 64
Performance targets take account of individual and
Organisational Goal Integration 64
organisation goals
Management is highly respected by staff Leadership 64
We enjoy ourselves in this organisation Fun 64
When conflicts occur they are resolved constructively Conflict Management 65
I understand how this organisation operates Organisation Structure 65
If decisions are changed there is a good reason Decision Making 65
People do not pull rank or superiority to get what they
Participation 65
want
Employees feel that they have a part to play Participation 65
My ideas for changes have been welcomed Participation 65
The organisation provides opportunities for promotion Human Resource Management 65
Managers try hard to develop trust Leadership 65
We are encouraged to use our specialist abilities to the full Professionalism 65
People put forward plenty of new ideas Innovation 66
Decisions are followed by the appropriate action Decision Making 66
Everyone has the chance to serve on working groups Participation 66
Managers recognise the achievements of their staff Leadership 66
Professionalism is discussed as an important issue Professionalism 66
Internal and external client needs are clearly identified Customer Focus 66
People don't try to 'win' arguments instead they work for
Conflict Management 67
the best solution
People have the opportunity to improve themselves Human Resource Management 67

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Behaviour Dimension Rating
Our senior management set good examples Leadership 67
The decisions of managers are accepted readily Leadership 67
The work we do is very interesting Fun 67
People smile and say hello Fun 67
People try to make decisions which further the
Decision Making 68
organisation's objectives
People emphasise the importance of productivity Individual Performance 68
There is a good team spirit Participation 68
Our organisation presents a consistent image to the
Organisational Goal Integration 68
outside world
We understand how our team's achievements contribute
Organisational Goal Integration 68
to the goals of the organisation
Decisions are made on the basis of sound judgement
Professionalism 68
rather than personal likes and dislikes
People can easily identify and target their clients Customer Focus 68
Decisions are made promptly once information is available Decision Making 69
Our managers know what they are doing Leadership 69

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Overall Graph

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Individual Dimension Ratings

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Comparison With All OCQ Data

ACME Co.’s results for the current Occupational Culture Questionnaire are directly comparable to the
comparison group All OCQ Data.

Overall Graph

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Differences in Dimensions between ACME Co. and All OCQ Data

The following graph shows the difference in each dimension between ACME Co. and All OCQ Data.
Those differences above zero (Customer Focus, Leadership, Conflict Management, Professionalism,
Individual Performance, Communication, Organisational Goal Integration, Human Resource
Management, Participation, Decision Making) indicate ACME Co. is outperforming the comparison
group in terms of that dimension. Those differences below zero (Fun, Organisation Structure)
indicate ACME Co. is performing less well that the comparison group in terms of that dimension.

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Detailed Results

Individual Dimension Graphs

The following graphs show the scores of the behaviours perceived by ACME Co. as existing in the
organisation. The score shown on the graph shows the amount of positive behaviour considered to be
found within the organisation. For example, if the statement describes a positive statement then a score
of 100 indicates that all respondents gave a rating of “Almost Always”, while a score of 0 indicates that all
respondents gave a rating of “Rarely”. They are presented in order with the strongest dimension first and
the weakest dimension last. The graphs should be considered with the following in mind:

80 and Above Excellent indicates that most of the required behaviours are in place
70 to 80 Good indicates that some of the required behaviours are in place
50 to 70 Fair indicates that some of the required behaviours are not yet in place
and may need to be established
Below 50 Poor indicates that less than half of the required behaviours are in place.
If this value is important to the organisation then it is of immediate
concern.

Next to each behaviour in the graphs are graphs showing the percentage of respondents who gave each of
the 5 possible responses:

Almost Always (AA)


Usually (U)
Fifty-fifty (F)
Occasionally (O)
Rarely (R)

The interpretation indicates which behaviours are already in place and those which are not yet fully
established within the organisation. If a behaviour has a low rating and it is believed to be of value, then
specific actions to introduce it into the organisation should be considered and acted upon before any
problem or further deterioration occurs.
Professionalism

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Customer Focus

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Fun

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Leadership

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Communication

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Decision Making

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Organisational Goal Integration

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Subgroup Analysis

Comparison between Business Units

The responses to the Culture Questionnaire were analysed into the following 11 groups:
Percentage
Subgroups Set Up Completed Completed
A,C,F,G 82 57 69.5%
B 86 58 67.4%
D 332 218 65.7%
DDFI 204 158 77.5%
E 220 153 69.5%
H 28 17 60.7%
I 229 153 66.8%
J 33 27 81.8%
K 94 54 57.4%
L 28 19 67.9%
M 165 93 56.4%

The percentage of scores for each of the 11 Business Units are shown below:
A,C
,F, DD Ove
G B D FI E H I J K L M rall
N 82 86 332 204 220 28 229 33 94 28 165
Professionalism 77 68 74 68 75 78 73 76 75 82 78 73
Customer Focus 71 66 72 70 72 73 69 71 69 74 73 71
Fun 65 57 70 68 68 67 69 66 67 72 70 68
Leadership 69 59 69 60 69 71 66 72 66 75 73 67
Communication 67 57 67 61 68 65 66 71 63 75 70 66
Decision Making 67 57 65 57 68 66 65 69 66 72 70 65
Human Resource
66 57 66 53 66 67 65 68 64 71 69 64
Management
Individual Performance 64 60 64 58 67 66 65 70 65 73 68 64
Conflict Management 63 57 66 60 67 64 65 64 65 74 67 64
Participation 60 51 66 57 65 68 63 67 64 71 67 63
Organisation Structure 63 55 63 52 66 61 62 69 60 68 69 62
Organisational Goal
61 56 60 49 61 58 58 66 59 67 65 59
Integration
Innovation 54 48 57 49 58 59 53 54 54 68 55 54
Overall 65 58 66 59 67 66 65 68 64 72 69 65

The scores for each of the groups shows that L and M rate the culture more highly than DDFI and B.

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This report was provided by Human Factors International

Human Factors International helps organisations not only select the right people but also coach and
develop these people, and to create systems and structures within which they can function efficiently and
effectively.

Key Business Areas...


 Succession Planning  Executive Assessment
 Management Audits  Online Managed Screening Systems
 Organisational Culture  360 Degree Appraisal
 Main Board Development  Assessment and Development Centres
 Competency Development  Coaching and Training

Contact Us...
Human Factors International Human Factors International
8 Staple Inn Wellington House
London Starley Way
WC1V 7QH Birmingham International Park
UK Solihull
B37 7HB
UK

Tel: +44 207 831 3123 Tel: +44 121 781 7302
Fax: +44 207 831 8643 Fax: +44 121 781 7314
Web: www.hfi.com Email: enquiries@hfi.com

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