1. Copyright 1994 Human Synergistics International. All Rights Reserved. Organizational Culture Inventory (OCI) 1 Strengthening Organizations through Individual Effectiveness

2. Copyright 1994 Human Synergistics International. All Rights Reserved. OCI Circumplex 2

3. Copyright 1994 Human Synergistics International. All Rights Reserved. Instructions for Responding Response Options Please think about what it takes for you and people like yourself (e.g., your co-workers, people in similar positions) to “fit-in” and meet expectations in your organization. Using the response options below, indicate the extent to which people are expected to: __point out flaws __show concern for the needs of others __stay detached and perfectly objective __oppose new ideas (1) Not at all (2) To a slight extent (3) To a moderate extent (4) To a great extent (5) To a very great extent 3

4. Copyright 1994 Human Synergistics International. All Rights Reserved. 1. Add up the ten numbers appearing in the shaded section marked off immediately below. Write the sum in the box labeled: “TOTAL:7 o’clock Position.” 2. Do the same to the rest of the remaining sections to obtain TOTALS for all 12 positions. 3. Chart the TOTAL scores on the corresponding clock positions of the circumplex. The completed profile represents your impressions of the culture of your organization. Scoring Sheet Instructions 4

5. Copyright 1994 Human Synergistics International. All Rights Reserved. Satisfaction Security Higher Order Needs Lower Order Needs Satisfaction vs. Security Needs 5

6. Copyright 1994 Human Synergistics International. All Rights Reserved. Task vs. People Orientation Task-CenteredPeople-Centered 6

7. Copyright 1994 Human Synergistics International. All Rights Reserved. Achievement Self-Actualizing Humanistic- Encouraging Affiliative The Constructive Styles Members interact with others and approach tasks in ways that will help them to meet their higher-order satisfaction needs. 7

8. Copyright 1994 Human Synergistics International. All Rights Reserved. The Passive/Defensive Styles Members interact with people in ways that will not threaten their own security. Approval Conventional Dependent Avoidance 8

9. Copyright 1994 Human Synergistics International. All Rights Reserved. The Aggressive/Defensive Styles Members approach tasks in forceful ways to protect their status and security. Oppositional Power Competitive Perfectionistic 9

10. Copyright 1994 Human Synergistics International. All Rights Reserved. Subculture Profiles Organizations are made up of individuals and groups that share some characteristics and are different on other attributes. 10

11. Copyright 1994 Human Synergistics International. All Rights Reserved. Ideal Culture Profile Data from 5 organizations: heavy manufacturing, high- tech manufacturing, banking and bio- medical organizations. 11

12. Copyright 1994 Human Synergistics International. All Rights Reserved. Outcomes Associated with the Cultural Styles 12 Constructive Passive/ Defensive Aggressive/ Defensive + indicates positive significant relationship 0 indicates non-significant relationship - indicates negative significant relationship Key: Individual Level -Member Satisfaction -Person/Norm Conflict -Motivation ++ -- ++ -- ++ -- - ++ 0 Group/Unit Level -Group Motivation -Work Avoidance -Cooperation/Teamwork ++ - + 000000 000000 Organizational Level -Perceived Client Satisfaction -Reputation for Customer Service -Turnover Rate ++ - --+--+ -0+-0+

13. Copyright 1994 Human Synergistics International. All Rights Reserved. Factors Reinforcing the Cultural Styles 13 + indicates positive significant relationship 0 indicates non-significant relationship - indicates negative significant relationship Key: Job Level -Autonomy -Significance -Complexity of People-Related Activities ++ -- 0 - -0--0- Goal Characteristics -Clarity of Goals -Set Participatively ++ + 0 -- 0-0- Reward/Punishment Practices -Monetary Rewards -Praise -Criticism -Other Punishment ++ -- 0 - ++ + 0 ++ Constructive Passive/ Defensive Aggressive/ Defensive

14. Copyright 1994 Human Synergistics International. All Rights Reserved. + indicates positive significant relationship 0 indicates non-significant relationship - indicates negative significant relationship Key: Factors Reinforcing the Cultural Styles (continued) Leadership Styles -Person-Centered -Task-Centered ++ 0 -- ++ 0000 Structural Characteristics -Shared Influence -Centralization -Standardization ++ - 0 -++-++ -0+-0+ Constructive Passive/ Defensive Aggressive/ Defensive 14

15. Copyright 1994 Human Synergistics International. All Rights Reserved. Goal Setting Clear, challenging goals-- set participatively, profiled against less effective goals and goal setting 15 (blue line) Clear Goals (shaded area) Less Effective Goals Key:

16. Copyright 1994 Human Synergistics International. All Rights Reserved. Reward vs. Punishment Organizations emphasizing rewards profiled against those emphasizing punishment. 16 (blue line) Rewards (shaded area) Punishment Key:

17. Copyright 1994 Human Synergistics International. All Rights Reserved. Quality of Customer Service Superior customer service profiled against poor customer service 17 (blue line) Superior Service (shaded area) Poor Service Key:

18. Copyright 1994 Human Synergistics International. All Rights Reserved. Role Conflict “Inconsistent Messages” Low role conflict profiled against high role conflict 18 (blue line) Low Role Conflict (shaded area) High Role Conflict Key:

19. Copyright 1994 Human Synergistics International. All Rights Reserved. High vs. Low Satisfaction with Organization High job satisfaction profiled against low job satisfaction employees 19 (blue line) High Satisfaction (shaded area) Low Satisfaction Key:

20. Copyright 1994 Human Synergistics International. All Rights Reserved. High vs. Low Regard for TQM Implementation High commitment and satisfaction with quality improvement profiled against low commitment and satisfaction 20 (blue line) High Commitment (shaded area) Low Commitment Key:

21. Copyright 1994 Human Synergistics International. All Rights Reserved. High vs. Low Sales Increase: Retail High sales growth stores profiled against low sales growth stores 21 (blue line) High Sales Growth (shaded area) Low Sales Growth Key:

22. Copyright 1994 Human Synergistics International. All Rights Reserved. 22 HSI Diagnostic System