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1 Organizational Culture Assessment Kristin B. Franczak Department of Nursing, Ohio University NRSE 4580: Leadership in Nursing Aimee Mitchell MSN, FNP-BC, CVN, CHFN November 14, 2021
2 Organizational Culture Assessment An organization’s culture can contribute to its overall success or failure. Driven by the expectations, values, and inner workings of its members, culture can vary from organization to organization (Kumar, 2016). When leaders are fully aware of their organization's culture, they can acknowledge its areas of strength and opportunities for improvement. The purpose of this paper is to conduct an organizational culture assessment of my workplace to diagnose its current and desired cultural states. I will also identify the areas in need of change, include strategies and goals to modify the organization's culture, and how to determine their success. Organizational Culture Assessment Instrument- Current and Future States The organizational culture assessment instrument (OCAI) includes the competing values framework, which identifies an organization’s existing cultural state and the desired culture of the future (Davis & Cates, 2018). The competing values framework consists of four quadrants: collaborate, control, create, and compete. The cultural profile is plotted on a chart which provides a clear, visual representation of the organization’s cultural gap (Cameron & Quinn, 2011). Based on the OCAI results, the current culture within my workplace organization is overly strong in both the create and control quadrants, while falling subpar in the collaborate quadrant. Exaggerating creativity and control within an organization can result in negative consequences (Cameron & Quinn, 2011). The overuse of the create quadrant causes a chaotic culture. When implementing too many innovative ideas and technologies, it minimizes the ability to form predictable outcomes and structure within an organization. Overuse of the control quadrant can result in a resistance to change, or red tape, especially when attempting to establish systematic procedures that are meant to keep the organization running smoothly. The most significant gap between the current and desired organizational culture is noted within the collaborate quadrant. The current cultural state lacks collaboration. Furthermore, this reflects poor employee commitment to the organization, and minimal trust between leaders and employees. Identifying these cultural discrepancies is the first step to improving organizational
3 performance. Needed Organizational Changes Based on OCAI Scores An in-depth vision of culture can assist leadership in recognizing deficits in an organization's structure. In turn, changes can be implemented to increase its performance and overall success (Rukh & Qadeer, 2018). Utilizing the OCAI, my workplace revealed the following average scores within the current culture: collaborate 10, create 39, compete 20, and control 31 (Cameron & Quinn, 2011). Noting the areas of inadequacy, the organization should strive for these future cultural average scores: collaborate 23, create 30, compete 21, and control 26. The

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