Effective tool for measuring corporate culture _34

Effective tool for measuring corporate culture


: This article is taken from to develop. Design Scale is not an arbitrary thing, there is no theoretical basis, there is no empirical test, measurement results is questionable. Some consulting firms claim to provide any test you need, can also download a bunch of online questionnaire, if they have not been empirical testing tools, it is necessary for results marked with big question mark, maybe you're doing a strenuous and invalid work.

thank our predecessors have provided a wealth of scale, if you are not a professional worker, choose a scale are generally accepted as a good choice. Scale used to consider two questions: First, scale is a reliable theoretical basis? Second, the scale is through a large number of empirical tests? To save you the trouble, we will introduce you to some widely accepted scale. Of course, in this scale can only be introduced to provide clues. If you are interested in some of these scales, they are not difficult to find because they are being used with many companies.

(a) OCAI scale
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OCAI Scale has been generally accepted and widely used, the case of Part IV of the book, it is based on this scale. Since this scale is very important for understanding the book case, there will be detailed later, see chap, iv.

(b) Hofstede's research

Hofstede (1990) in over 50 countries by collecting the 100,000 questionnaires were IBM employees, with the factor analysis method to obtain four dimensions: power distance ( Power distance), refers to people how to treat the community's recognition of the power distribution in the organization inequality; individualism (Individualism), related to the personal nature of relationships among its peers; avoid uncertainty (Uncertainty avoidance), involving people the attitude of future uncertainties; masculinity (Masculinity), reflecting the community's views of gender roles to play. The four indexes widely circulated, but the Hofstede study found that in Southeast Asia, to avoid uncertainty dimension is not obvious, it is proposed to explain the region for the fifth indicator, long-term orientation dimension (Confucian dynamism) . Later, Hofstede (1991) and try to describe the organizational culture in six dimensions: process-oriented and results-oriented, employee oriented and task-oriented, narrow-minded point of view and professional point of view, open system works with a closed system, loose control and strict control, of standards and practical standards.

Hofstede cultural studies in the country based on the proposed measure organizational culture, organizational effectiveness and thus did not fully consider the issue, but through the literature review presented the hierarchy of organizational culture. Hofstede (1990) that the values ​​and practices (practice) the two parts together constitute the organizational culture that values ​​are the core of practice can be divided into a symbol (symbol), Hero (hero) and ceremonial (ritual).

on the basis of these studies, Hofstede (1990) designed a culture of measurement scale, using a series of statements, including two parts: practical aspects, including the process - the results-oriented employees - work-oriented, narrow - professional,tory burch online shop, open - closed system, loose - strict control, standard - pragmatic, measured with 61 items; value, including the need for security, work for the center, the authority needs, with 57 project measurement.

Hofstede dimensions by using Rokeach survey in the Western scale (Hofstede and Bond, 1984) proved its effectiveness, the values ​​measured in the East with China Table (The Chinese Culture Connection, 1987) proved. By the dimensions of Hofstede have been widely used (Harrison and McKinnon, 1986; Schweikart, 1986; Soeters and Schreuder, 1988; Chow et al., 1991; Frucot and Shearon, 1991; Pratt and Beaulieu, 1992; Harrison, 1992,1993 ; Cohen et al., 1993, Chow et al., 1994). Yi-tone (1998), Hofstede cultural variables in the complex to extract a simple, clear, unified, and can be analytical framework for empirical research, it is possible that the cultural dimension to link with the psychological phenomenon, the easy operation of the Operation of cultural variables. However Liu Hsiao-Chuan (2004) considered that the survey ignored the organizational culture to adapt to the external environment.

(c) Denison Organizational Culture Measurement Inventory

Denison (1995) found that four cultural characteristics and results of operations are necessarily linked, and this feature is explicitly defined. Compatibility (involvement), the ability to train staff, ownership and responsibility, through the authorized staff, team-oriented, three indicators to measure capacity development; continuity (consistency), determine the values ​​and build a strong cultural system, through the establishment of core values , agreed that coordination and integration of the three indicators to measure; adaptation (adaptability), the needs of the business environment into the enterprise, through the promotion of reform, customer focus, the three indicators to measure organizational learning; mission (mission), for the enterprise determine the long-term positive direction, through the vision, goals, strategic direction / purpose of the three indicators to measure. Four cultural characteristics are not independent, but work together on business performance.

Denison that the operating results mainly reflected in the stability of the (stable), flexibility (flexible), concerned about the internal (internal focus) and concerns of the external (external focus) four aspects. A particular aspect of performance is determined by the two cultures together: a sense of mission, compatibility decisions stability, compatibility and continuity of attention to internal decisions, continuity and adaptability of decision flexibility, adaptability and mission decided to focus external.

Denison (Denison and Mishra, 1995; Denison, 2000) developed a measurement scale Denison organizational culture (Denison organizational culture survey), by measuring the four culture to assess organizational culture, each culture with three indicators to measure each indicator corresponds to 5 items, a total of 60 questionnaire items. Items were statements of each title, with a five-point scale method (from 1 = strongly disagree to 5 = strongly agree, but can also choose

According to the survey data, the number of models as shown by the results. The horizontal axis of the left and right ends are flexible and stable, the vertical axis of the upper and lower ends are concerned about the external and internal concerns, the two axes will be divided into four quadrants of concentric circles. Representative of the upper left blue adaptation, top right of the mission with the red for the lower right corner with the yellow represents continuity with the green represents the bottom left of compatibility. Thirds of each quadrant, corresponding to the 12 sector 12 indicators. Round core that the core concept of organizational culture, the most outer layer is the name of each index, the middle circle represents the four quartile for each indicator, indicating the extent of the indicator. Percentile indicator between the degree in which, from the inside to fill the color of the number of fan-shaped external ring. Through as the number of models that can directly reflect the culture of the organization's position compared with other organizations.

Denison in 1000 more than 15 years of organizing the investigation, showing that the scale has good validity and reliability (Denison and Mishra, 1995; Denison, 2000), Cho (2000) also passed 36,542 copies data were verified.