The Organizational Culture Assessment InstrumentThe subject of organizational culture is obviously a large one, but it's also of such importance that it's essential to take the time to develop a practical understanding of its dimensions and its impact on organizational performance.
A good starting point is the competing values model developed by Kim Cameron and Robert E. Quinn, professors of management and organizations at the University of Michigan's Ross School of Business.
Cameron and Quinn posit two principal values continuums along which an organization's culture can vary, as shown in the graphic below.
of Organizational Culture
- Hierarchy culture [internal/stability] traditional command-and-control model, best suited to achieving efficiency in a stable, uncomplicated environment.
- Market culture [external/stability] aims for period-by-period profits, highly competitive.
- Clan culture [internal/flexibility] emphasis on good working relationships and harmonious work environment.
- Adhocracy culture [external/flexibility] emphasis on creativity and risk-taking.
- Dominant Characteristics
- Organizational Leadership
- Management of Employees
- Organizational Glue
- Strategic Emphasis
- Criteria for Success
Cameron and Quinn present their competing values model in Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework, originally published in 1999 and now available in a 2005 revised edition.
Labels: Organizational culture