Annals of the University of Oradea: Economic Science (Dec 2019)
EXAMINING ORGANIZATIONAL CULTURE WITH OCAI AMONG EMPLOYEES OF A SERVICE COMPANY
Abstract
The issue of organizational culture is a much researched area; several related models have been created over the previous decades and it is still a current topic. In this paper, following a brief theoretical overview of the topic, I have measured the organizational culture of a service company with the Organizational Culture Assessment Instrument (OCAI) questionnaire developed by Cameron and Quinn. The questionnaire contains a set of 4 statements, to be considered in 6 dimensions (dominant characteristics, organizational leadership, management of employees, organization glue, strategic emphases and criteria of success), each corresponding to 1 culture type (clan, adhocracy, market, hierarchy). In recent years, many research studies have been written using the OCAI questionnaire among different kinds of organisations, including logistics enterprises, family firms and universities. We have the ability with OCAI to determine the values that are perceived and considered ideal by employees, both for the individual units and for the whole of the organization. I have used descriptive statistics, and one-sample and paired t-tests to obtain answers to my research questions. As regards hierarchy-adhocracy, employees perceive the culture they currently experience and the one they consider ideal to be the same. With the exception of the organisational leadership (2) dimension, they feel the culture to be close to a hierarchical one, and distant from an adhocracy. The need for change appeared in the market-clan cultures; the culture that was perceived to be dominant was more of a market culture than the others, but respondents considered a clan culture was the ideal, a finding which was similar to a previous research study on logistics companies. The direction that was considered desirable is not necessarily an ideal direction of intervention for a profit-oriented, service organization; however, it may be worth taking into account the results of the decisions affecting the culture of the managers of the company examined, and managers of other companies that achieve similar results.
