Page 263 - Proceeding 2015

PROFIROIU Alina-Georgiana and HURDUBEI (IONESCU) Roxana Elisabeta FAMP
A REVIEW OF ORGANISATION CULTURE ASSESSING INSTRUMENTS CCASP

Means-oriented vs. Goal-oriented
Internally driven vs. Externally driven

Easygoing work discipline vs. Strict work discipline
Autonomous dimensions
PROCEEDINGS OF THE 11 TH ADMINISTRATION AND PUBLIC MANAGEMENT INTERNATIONAL CONFERENCE
Local vs. Professional
Open system vs. Closed system

Employee-oriented vs. Work-oriented
Degree of acceptance of leadership style
Semi-autonomous dimensions
Degree of identification with your organisation

Source: adapted from Waisfisz, 2015

The Values Survey Module 2013 (VSM 2013) is a 30-item paper-and-pencil questionnaire developed for

comparing culturally influenced values and sentiments of similar respondents from two or more countries,
or sometimes regions within countries. It allows scores to be computed on six dimensions of national
culture, on the basis of four questions per dimension. The six dimensions measured were developed in

30 th – 31 st October 2015 ”Strategic Management for Local Communities” Bucharest social anthropology and cross-cultural research.
the work of Hofstede and Minkov (2013) and they deal with key issues in national societies, known from

„The Competing Values Framework (CVF) has claimed its origins in the work of Quinn and Rohrbaugh

(1983) who developed the framework based on their analysis of 39 organisational effectiveness
indicators, initially created by Cambel et al. (1974). Cameron and Quinn (1999) reworked the CVF and

renamed it the OCAI„ (Reiny and Butlle, 2006 p.140).

The Organizational Cultural Assessment Instrument (OCAI) is a psychometric tool developed to help
organizations identify their current and preferred culture. Through the use of a simple survey, participants

identify their perceptions of both existing culture and their desired future culture. Organizations can then
use these results to assess both the current cultural state and also to identify gaps between current and
desired futures. For example, Suderman Jeff (2012, p.52), a practitioner, has tried to check the

effectiveness of this tool, by using it in an organization that changed its leader. OCAI was applied at the
beginning and the end of first year job of new leader and has served as a tool for leadership development.

Also, many authors and scholars made extensive researches and comparisons between culture

assessment instruments.

R. Mannion (2008) have developed a comprehensive review of the ideas and themes raised by the
organisational culturists and also have presented the result of a thorough study of 24 organisational

culture assessment tools. He identified that even though the instruments vary greatly in terms of

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