Participants’ ideas of their organisation’s culture may be very different from the beliefs, values and behaviours that are actually played out within the organisation. It is critical to identify what those values and beliefs are before determining the degree of change required.
The Organisational Culture Audit (OCA™) measures the way key cultural values are perceived and practised in an organisational context. It covers 12 dimensions of organisational culture that research with large numbers of senior executives have shown to be the most salient.
The OCA™ is taken anonymously and administered broadly to all members of the organisation. Depending on the clients’ needs and the scope of the OCA™, the survey can also be deployed with a targeted group of people, e.g. top executives of a large multinational company. An organisation may define a maximum of two categories and corresponding subcategories to allow a more nuanced look at the data.
The 12 OCA™ dimensions:
The OCA™ covers 12 dimensions of organisational culture that research with large numbers of senior executives have shown to be the most salient.
The OCA™ is a psychometrically valid tool which has undergone several rounds of pilot testing at with companies. During the analysis of each test version of the survey, items showing inconsistencies were eliminated or modified to obtain a highly reliable definitive version. The survey has been approved by a psychometrician as being both valid (the questions accurately reflect and assess the cultural construct) and reliable (the survey yields the same result on repeated trials).
The Organisational Culture Audit is intended to be taken anonymously and administered broadly to all members of the organisation. Depending on the clients’ needs and the scope of the OCA™, the survey can also be deployed with a targeted group of people, e.g. top executives of a large multinational company.
The OCA™ is taken online and the scores are combined to provide a consolidated feedback report on the perceived importance of organisational cultural values and actual practices within the organisation. The report provides executives with a picture of the way in which their organisation operates and the values that characterise it. The comprehensive diagnostic of their current culture can then be used to start the discussion on what type of culture they are aiming for.
Defining organisation-specific categories and subcategories
Because many organisations are big and complex, each with their own specificities, an organisation may define a maximum of two categories and corresponding subcategories to provide a more nuanced look at the OCA™ data.
An example of a category could be Division with subcategories such as Sales, Marketing, Development, IT, etc. Another category could be Geographical Location, with a number of key cities or geographical zones as subcategories. This differentiation will allow organisations to compare differences in perceptions of organisational values and practices across the different categories of survey respondents.
If you decide to have organisation-specific categories included in the OCA™, you will have to define which two categories will be meaningful to include. Once these categories have been defined, they can be submitted to the OCA™ survey administrator who will input it into the survey system to generate a version tailored to your organisation.
Non anonymous subcategories
As culture leaders of the organisation, CEOs and other high ranking individuals can request for their perceptions be clearly identified and mapped out separately from the rest of the organisation. Although their responses are not anonymous in the survey, their results can be concealed in the general feedback report, and made only available to the respective individuals.