Organizational Culture Assessment Instrument

Instructions for completing the Organizational Culture Assessment Instrument (OCAI).

The purpose of the OCAI is to assess six key dimensions of organizational culture. In completing
the instrument, you will be providing a picture of how your organization operates and the values
that characterize it. No right or wrong answers exist for these questions, just as there is no right or
wrong culture. Every organization will most likely produce a different set of responses. Therefore,
be as accurate as you can in responding to the questions so that your resulting cultural diagnosis
will be as precise as possible.
You are asked to rate your organization in the questions. To determine which organization to rate,
you will want to consider the organization that is managed by your boss, the strategic business
unit to which you belong, or the organizational unit in which you are a member that has clearly
identifiable boundaries. Because the instrument is most helpful for determining ways to change
the culture, youll want to focus on the cultural unit that is the target for change. Therefore, as you
answer the questions, keep in mind the organization that can be affected by the change strategy
you develop.
The OCAI consists of six questions. Each question has four alternatives. Divide 100 points among
these four alternatives depending on the extent to which each alternative is similar to your own
organization. Give a higher number of points to the alternative that is most similar to your
organization. For example, in question one, if you think alternative A is very similar to your
organization, alternative B and C are somewhat similar, and alternative D is hardly similar at all,
you might give 55 points to A, 20 points to B and C, and five points to D. Just be sure your total
equals 100 points for each question.
Note, that the first pass through the six questions is labeled Now. This refers to the culture, as it
exists today. After you complete the Now, you will find the questions repeated under a heading
of Preferred. Your answers to these questions should be based on how you would like the
organization to look five years from now.

Cameron/Quinn, Diagnosing and Changing Organizational Culture,

2000

The Organizational Culture Assessment Instrument

1. Dominant Characteristics
A

The organization is a very personal place. It is like an extended family.

People seem to share a lot of themselves.

The organization is a very dynamic entrepreneurial place. People are

willing to stick their necks out and take risks.

Now

Preferred

Now

Preferred

Now

Preferred

The organization is very results oriented. A major concern is with getting

the job done. People are very competitive and achievement oriented.
The organization is a very controlled and structured place. Formal
procedures generally govern what people do.
Total

2. Organizational Leadership
A

The leadership in the organization is generally considered to exemplify

mentoring, facilitating, or nurturing.

The leadership in the organization is generally considered to exemplify

entrepreneurship, innovating, or risk taking.

The leadership in the organization is generally considered to exemplify a

no-nonsense, aggressive, results-oriented focus.

The leadership in the organization is generally considered to exemplify

coordinating, organizing, or smooth-running efficiency.
Total

3. Management of Employees
A

The management style in the organization is characterized by teamwork,

consensus, and participation.

The management style in the organization is characterized by individual

risk-taking, innovation, freedom, and uniqueness.

The management style in the organization is characterized by harddriving competitiveness, high demands, and achievement.

The management style in the organization is characterized by security of

employment, conformity, predictability, and stability in relationships.
Total

Cameron/Quinn, Diagnosing and Changing Organizational Culture,

2000

4. Organization Glue
A

The glue that holds the organization together is loyalty and mutual trust.
Commitment to this organization runs high.

The glue that holds the organization together is commitment to

innovation and development. There is an emphasis on being on the
cutting edge.

The glue that holds the organization together is the emphasis on

achievement and goal accomplishment. Aggressiveness and winning
are common themes.

The glue that holds the organization together is formal rules and
policies. Maintaining a smooth-running organization is important.

Now

Preferred

Now

Preferred

Now

Preferred

Total
5. Strategic Emphases
A

The organization emphasizes human development. High trust,

openness, and participation persist.

The organization emphasizes acquiring new resources and creating new

challenges. Trying new things and prospecting for opportunities are
valued.

The organization emphasizes competitive actions and achievement.

Hitting stretch targets and winning in the marketplace are dominant.

The organization emphasizes permanence and stability. Efficiency,

control and smooth operations are important.
Total

6. Criteria of Success
A

The organization defines success on the basis of the development of

human resources, teamwork, employee commitment, and concern for
people.

The organization defines success on the basis of having the most

unique or newest products. It is a product leader and innovator.

The organization defines success on the basis of winning in the

marketplace and outpacing the competition. Competitive market
leadership is key.

The organization defines success on the basis of efficiency.

Dependable delivery, smooth scheduling and low-cost production are
critical.
Total

A Worksheet for Scoring the OCAI

Cameron/Quinn, Diagnosing and Changing Organizational Culture,

2000

NOW Scores
1A

1B

2A

2B

3A

3B

4A

4B

5A

5B

6A

6B

Sum (total of A responses)

Sum (total of B responses)

Average (sum divided by 6)

Average (sum divided by 6)

1C

1D

2C

2D

3C

3D

4C

4D

5C

5D

6C

6D

Sum (total of C responses)

Sum (total of D responses)

Average (sum divided by 6)

Average (sum divided by 6)

PREFERRED Scores
1A

1B

2A

2B

3A

3B

4A

4B

5A

5B

6A

6B

Sum (total of A responses)

Sum (total of B responses)

Average (sum divided by 6)

Average (sum divided by 6)

1C

1D

2C

2D

3C

3D

4C

4D

5C

5D

6C

6D

Sum (total of C responses)

Sum (total of D responses)

Average (sum divided by 6)

Average (sum divided by 6)

Scoring
Scoring the OCAI is very easy. It requires simple arithmetic calculations. The first step is to add
together all A responses in the Now column and divide by six. That is, compute an average score
for the A alternatives in the Now column. You may use the worksheet on the next page to arrive at
Cameron/Quinn, Diagnosing and Changing Organizational Culture,

2000

these averages. Do this for all of the questions, A, B, C, and D. Once you have done this, transfer
your answers to this page in the boxes provided below.

Fill in your answers here from the previous page

NOW

PREFERRED

A (Clan)

A (Clan)

B (Adhocracy)

B (Adhocracy)

C (Market)

C (Market)

D (Hierarchy)

D (Hierarchy)

Total

Total

An Example of How Culture Ratings Might Appear

NOW

PREFERRED

55

35

20

30

20

25

10

Total

100

Cameron/Quinn, Diagnosing and Changing Organizational Culture,

Total

2000

100

SUMMARY ASSESSMENT DATA

NOW

Scores

A
B
C
D
Total

100

Scores

A
B
C
D
Total

100

PREFERRED

Scores

A
B
C
D
Total

100

Scores

A
B
C
D
Total

100

Cameron/Quinn, Diagnosing and Changing Organizational Culture,

2000

Instrumen Penilaian Budaya Organisasi

Nama

Cara Penilaian:
I.

Kolom saat ini:

1. Setiap pertanyaan terbagi atas 4 alternatif (A, B, C, D)
2. Berinilai pada keempat alternative tersebut sesuai dengan penilaian
Anda terhadap kondisi organisasi anda saat ini
3. Jumlah dari keempat nilai tersebut harus 100
4. Berinilai tertinggi pada alternative yang paling sesuai dengan organisasi
Anda

II.

Kolom yang diharapkan:

1. Anda mengisi kolom ini dengan kondisi yang menurut Anda sebaiknya
dicapai oleh organisasi ini dalam 2 tahun mendatang
2. Cara pengisiannya sama seperti pada kolom saat ini.
3. Berikut ini adalah CONTOH CARA PENGISIAN
N CONTOH CARA PENGISIAN : Karakter Dominan
Keadaan
Keadaa
o
yang
n Saat
diharapka
Ini
n
A Organisasi ini merupakan tempat pribadi, seperti
25
30
keluarga besar dan orang orangnya saling berbagi
satu sama lain
B Organisasi ini merupakan tempat yang sangat
35
25
dinamis dan entrepreneurial. Setiap anggota
organisasi mau dan berani mengambil risiko
C Organisasi ini sangat berorientasi pada hasil. Tujuan
15
25
utamanya adalah menyelesaikan pekerjaan. Setiap
anggota organisasi sangat kompetitif dan
berorientasi pada hasil.
D Organisasi ini merupakan tempat yang sangat
25
20
terkontrol dan terstruktur. Terdapat prosedur formal
untuk mengendalikan apa yang orang kerjakan
TOTAL
100
100

Cameron/Quinn, Diagnosing and Changing Organizational Culture,

2000

1. KarakterDominan
A
B
C

2. Kepemimpinan Organisasi

B
C
D

100

Keadaa
n Saat
Ini

Keadaan
yang
diharapk
an

100

100

Keadaa
n Saat
Ini

Keadaan
yang
diharapk
an

Kepemimpinan dalam organisasi ini bersifat

entrepreneurship (kewirausahaan), inovatif dan berani
mengambil risiko.
Kepemimpinan dalam organisasi ini bersifat agresif
dan berfokus pada pencapaian hasil.
Pemimpin dalam organisasi ini menjalankan peran
sebagai koordinator, mengorganisir, dan memelihara
efisiensi.

3. Manajemen Personil

100

Kepemimpinan dalam organisasi ini bersifat sebagai

mentor, fasilitator yang selalu memberikan bimbingan.

Total

Keadaan
yang
diharapk
an

Organisasi ini merupakan tempat pribadi, seperti

keluarga besar dan orang orangnya saling berbagi
satu sama lain
Organisasi ini merupakan tempat yang sangat
dinamis dan entrepreneurial. Setiap anggota
organisasi mau dan berani mengambil risiko
Organisasi ini sangat berorientasi pada hasil. Tujuan
utamanya adalah menyelesaikan pekerjaan. Setiap
anggota organisasi sangat kompetitif dan berorientasi
pada hasil.
Organisasi ini merupakan tempat yang sangat
terkontrol dan terstruktur. Terdapat prosedur formal
untuk mengendalikan apa yang orang kerjakan
Total

Keadaa
n Saat
Ini

Manajemen dalam organisasi ini bercirikan kerja tim

,kesepakatan (konsensus) dan partisipatif.
Manajemen dalam organisasi ini bercirikan berani
mengambil risiko, inovatif, memberikan kebebasan
dan keunikan pada setiap individu.
Manajemen dalam organisasi ini bercirikan kompetitif,
dengan tuntutan (demand) yang tinggi dan
pencapaian hasil.

Cameron/Quinn, Diagnosing and Changing Organizational Culture,

2000

Manajemen dalam organisasi ini bercirikan rasa aman

pada diri karyawan, adanya keseragaman , dapat
diprediksi dan stabilitas hubungan.
Total

4. Perekat Organisasi
A
B
C

5. Strategi yang Ditekankan

C
D

100

Keadaa
n Saat
Ini

Keadaan
yang
diharapk
an

100

100

Keadaa
n Saat
Ini

Keadaan
yang
diharapk
an

100

100

Keadaa
n Saat
Ini

Keadaan
yang
diharapk
an

Yang menjadi perekat organisasi ini adalah kesetiaan

dan kepercayaan bersama. Komitmen merupakan hal
yang sangat penting dalam organisasi.
Perekat organisasi ini adalah komitmen pada inovasi
dan pengembangan. Selalu focus pada hal hal yang
paling mutakhir.
Perekat organisasi ini adalah pada prestasi dan
pencapaian tujuan. Keagresifan dan kemenangan
merupakan halutama.
Hal yang dapat mempersatukan dalam organisasi ini
adalah peraturan dan kebijakan formal. Memelihara
kelancaran jalannya organisasi merupakan hal yang
penting.
Total

100

Organisasi ini menekankan pada pengembangan

SDM. Kepercayaan tinggi, keterbukaan , partisipasi
dan selalu melibatkan setiap karyawan.
Organisasi ini menekankan pada penemuan
sumberdaya baru dan penciptaan tantangan baru.
Mencoba hal hal baru dan mencari peluang baru.
Organisasi ini menekankan pada kompetisi dan
prestasi. Mencapai target dan memenangkan pasar
merupakan hal yang diutamakan.
Organisasi ini menekankan pada ketahanan dan
stabilitas. Efisiensi, kontrol dan kelancaran operasi
merupakan hal yang penting.
Total

6. Kriteria Keberhasilan
A

Organisasi ini mendefinisikan sukses atas dasar

pengembangan SDM, kerjatim, komitmen karyawan
dan kepedulian pada anggota organisasi.

Organisasi ini mendefinisikan sukses berdasarkan

terbentuknya produk terbaru. Organisasi merupakan

Cameron/Quinn, Diagnosing and Changing Organizational Culture,

2000

pemimpin dalam produk/jasa (product leader) dan

inovator.
C

Organisasi ini mendifinisikan sukses berdasarkan

memenangkan kompetisi. Menjadi pemimpin pasar
yang kompetitif merupakan kunci utama.
Organisasi ini mendefinisikan keberhasilan
berdasarkan efisiensi. Produk dan jasa yang dapat
diandalkan, jadwal rutin dan produksi dengan ongkos
produksi yang rendah merupakan hal yang kritis.
Total

Cameron/Quinn, Diagnosing and Changing Organizational Culture,

100

2000

100