Ocq Sample Report Short Ver

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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


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


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


The Organisational Culture Questionnaire (OCQ)

The thirteen dimensions of organisational culture explored in the Organisational Culture Questionnaire are described below:

1. Individual Performance:

Individual performance is emphasised as an important goal, 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 Structure:

Responsibilities are clearly defined and individuals understand their 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 Management:

Subordinates as well as management are encouraged to volunteer their 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 Management:

The right people are selected in the first place and effort is made to 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.


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 Goal Integration:

The overall organisational goal is clearly understood by all employees. 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.


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.



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.


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.


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).


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:

Fun

Participation

Conflict Management

Gave relatively higher ratings on:

Professionalism

Leadership

Organisational Goal Integration

Human Resource Management

Decision Making

Subgroup “B”: Gave relatively lower ratings on:

Participation

Fun

Communication

Gave relatively higher ratings on none of the dimensions.


Subgroup “D”: Gave relatively lower ratings on none of the dimensions.

Gave relatively higher ratings on:

Participation

Innovation

Fun

Leadership


Conflict Management

Suggestions for Improvement

Customer Focus Professionalism Fun Leadership Organisational Goal Integration


Participation Communication Individual Performance

Decision Making Organisation Structure

Conflict Management

Innovation


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


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.


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.


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.


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 towards the organisation's goals

Professionalism 85

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 in their field

Professionalism 80

I enjoy the company of my colleagues Fun 80

Our managers show the drive to achieve Leadership 80

Good - 70 to 80


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 people

Professionalism 78

People stay late to finish something that interests them Fun 78

People do not suffer as a result of putting up a strong argument

Conflict Management 78

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 organisation's expense

Professionalism 74

It is not assumed that fun interferes with performance Fun 74

Managers and staff have informal discussions Communication 74



People know the clients' responsibilities and business pressures

Customer Focus 73

Managers have the authority to make decisions in their area of responsibility

Organisation Structure 73

Feedback from clients is used to make improvements Customer Focus 71

Professional expertise is strongly emphasised by management

Professionalism 71

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 penalised


Regular follow-ups are made to ensure that clients are happy with the service

Customer Focus 70

People are proactive in anticipating the future needs of the client

Customer Focus 70

The organisation arranges enjoyable social events Fun 70

In a crisis we trust our managers to make the right decisions

Leadership 70

Managers call meetings for good reasons Communication 70

People who make clear decisions get on well here Decision Making 70


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


I feel that I would still come to work here even if I didn't need the pay

Fun 34

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 affect management decisions

Organisational Goal Integration 48

Clients are considered as part of the organisation Customer Focus 48

Different parts of the company co-operate with each other to achieve the best for the company as a whole


Fair - 50 to 70


People's failures are quickly forgotten Innovation 51

There is a minimum of red tape when it comes to new ideas

Innovation 52

People who express disagreement openly are regarded as 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 organisation

Communication 52

A genuine attempt is made to consider everyone's views before a decision is made

Participation 53

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 to get things done

Communication 55



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 than the eventual outcome

Decision Making 57

Our managers use a variety of decision making techniques Decision Making 57

We understand the reasons for the decisions that are made

Participation 57

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 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 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


Meetings are very productive Communication 59

We are rewarded for making progress towards the organisation's objectives


Work is a pleasure here Fun 59

There are about the right number of levels of management in the organisation


We avoid making decisions before we have the necessary information

Decision Making 60

We are rewarded according to the quality of our performance

Individual Performance 60

This organisation makes the most of its employees' abilities

Human Resource Management 60

Managers motivate staff well Leadership 60

Very little time is wasted here Individual Performance 61

People do not accept things without putting forward their own views


Changes are made in the management structure when needed




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 problems

Innovation 64

When things go wrong we discuss it to ensure it does not happen again

Decision Making 64

Our line managers express interest in our ideas and explore how to develop them

Participation 64

Management values it's people Human Resource Management 64

Performance targets take account of individual and 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 want

Participation 65

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 the best solution


People have the opportunity to improve themselves Human Resource Management 67



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 organisation's objectives

Decision Making 68

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 outside world


We understand how our team's achievements contribute to the goals of the organisation


Decisions are made on the basis of sound judgement rather than personal likes and dislikes

Professionalism 68

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


Overall Graph


Individual Dimension Ratings


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


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.

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.

30


Professionalism

31


Customer Focus

32


Fun

33


Leadership

34


Communication

35


Decision Making

36


Organisational Goal Integration

37


Subgroup Analysis

Comparison between Business Units

The responses to the Culture Questionnaire were analysed into the following 11 groups:

Subgroups Set Up Completed Percentage 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,G B D

DDFI E H I J K L M

Overall

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 Management

66 57 66 53 66 67 65 68 64 71 69 64

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 Integration

61 56 60 49 61 58 58 66 59 67 65 59

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.

38


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Ocq Sample Report Short Ver