scholarly journals PENGEMBANGAN BUDAYA ORGANISASI DENGAN ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT DI PT XYZ

2017 ◽  
Vol 8 (1) ◽  
Author(s):  
Ryyld Ipbtas Yusri
Keyword(s):  
Organizational Culture ◽  
Corporate Culture ◽  
High Performance ◽  
Organization Culture ◽  
Sustainable Growth ◽  
Leadership Role ◽  
Assessment Instrument ◽  
Competing Values ◽  
Performance Culture ◽  
Organizational Culture Assessment Instrument

In the year 1998-2010, PT XYZ have faced a tough business challenges. Therefore PT XYZ have establish a new strategic direction to ensure sustainable growth in long term period. Either one of that strategic is to develop high performance culture as enabler to achieve it’s vision in 2020. However currently, PT XYZ have not had a comprehensive design how to develop organization culture. So the porpuse of this studi to describe the dominant culture type in both current and preferred situation as weel as by good right culture type which is aligned with the executives talent in PT XYZ. This study based on the Organizational Culture Assessment Instrument (OCAI) built upon a theoretical model called the “Competing Values Framework”. This framework refers to whether an organization has predominant internal or external focus and whether it strives for flexibility or stability. Moreover, the purpose of the OCAI is to assess six key dimensions of organization culture. The results of this study showed that current organization culture is Hierarchy which is driven by efficiency, consistency and uniformity values. However, the preferred or the should be organization culture is Market which is driven by goal achievement and competitiveness values. Fortunately, the PT XYZ’s executive talent have align with preferred culture so that it can ease to develop new organization culture. Several initiatives can be purposed to manage the change of the corporate culture. The initiatives consist of leadership role alignment, consistent communication, improve employees capability and optimize systems and procedures.

scholarly journals Analisis Budaya Organisasi Stasiun Televisi Lokal X di Bandung dengan OCAI (Organizational Culture Assessment Instrument)

2020 ◽  
Vol 11 (2) ◽  
pp. 161-180
Author(s):  
Fauziyyah Sholeha Tunnisa ◽  
Anissa Lestari Kadiyono
Keyword(s):  
Organizational Culture ◽  
Corporate Culture ◽  
Two Dimensions ◽  
Assessment Instrument ◽  
Television Station ◽  
Local Television ◽  
The Future ◽  
The Media ◽  
Organizational Culture Assessment Instrument ◽  
Measuring Tool

ABSTRACTNow, the world has entered globalization, it forms an industry which is determined by the international market. This change has an impact on companies in the media and broadcasting sectors. Now, the company is trying to be at the advance with client-based values. Facing up this rapidly changing environment requires a strategy to adapt. Determination of these strategies can be helped by knowing the organizational culture that is owned by the company. Local television station X is one of the local television stations that has survived for more than 20 years in media and broadcasting sector, To determine a strategy to face the market in the future, this television station needs to know the organizational culture it has, so that it can determine the direction of the preferred organizational culture in the future. OCAI (Organizational Culture Assessment Instrument) is a measuring tool that is often used and precisely in diagnosing organizational culture and organizational effectiveness. This measuring instrument is filled by all employees of television station X from various positions. The results of this study indicate that the dominant organizational culture possessed by this television station is clan culture, but this culture still tends to be weak, this can be due to two dimensions of organizational culture that have different patterns. There is a need for improvement in the communication system to improve work communication relations between management levels at local television station X in order to form a strong corporate culture. ABSTRAK Saat ini telah memasuki globalisasi, hal tersebut membentuk industri yang ditentukan oleh pasar internasional. Perubahan ini berdampak pada perusahaan yang bergerak di sektor media dan broadcasting, sehingga saat ini perusahaan berusaha menjadi yang terdepan dengan nilai-nilai berbasis pada klien. Mengahadapi lingkungan yang cepat berubah ini diperlukan sebuah strategi untuk dapat beradaptasi. Penentuan strategi tersebut dapat terbantu dengan mengetahui budaya organisasi yang dimiliki oleh perusahaan. Stasiun televisi lokal X adalah salah satu stasiun televisi lokal yang bertahan setelah kurang lebih 20 tahun berkiprah dalam sektor media dan broadcasting, untuk menentukan strategi untuk menghadapi pasar dimasa yang akan datang, maka stasiun televisi ini perlu mengetahui budaya organisasi yang dimiliki, sehingga dapat menentukan arah budaya organisasi yang dilebih disukai dimasa yang akan datang. OCAI (Organizational Culture Assessment Instrument) merupakan alat ukur yang sering digunakan dan tepat dalam mendiagnosa budaya organisasi dan efektifitas organisasi. Alat ukur ini diisi oleh seluruh karyawan stasiun televisi X dari berbagai jabatan. Hasil dari penelitian ini, bahwa budaya organisasi dominan yang dimiliki oleh stasiun televisi ini adalah budaya clan, tetapi budaya ini masih cenderung lemah, hal tersebut dapat disebabkan dua dimensi budaya organisasi yang memiliki pola berbeda. Perlu adanya perbaikan dalam sistem komunikasi untuk memperbaiki hubungan komunikasi kerja antara level manajemen di stasiun televisi lokal X agar dapat membentuk budaya perusahaan yang kuat.

scholarly journals Implementasi Organizational Culture Assessment Instrument (Ocai) Untuk Pemetaan Budaya Organisasi Pt. Semen Indonesia (Persero) Tbk Sebagai Rujukan Winning Culture

MANAJERIAL ◽  
2020 ◽  
Vol 7 (01) ◽  
pp. 37
Author(s):  
Nur Elisa Faizaty ◽  
Reza Melynda Oktavia ◽  
Mirza Dwinanda Ilmawan
Keyword(s):  
Organizational Culture ◽  
Corporate Culture ◽  
Industrial Revolution ◽  
Sampling Technique ◽  
Organization Culture ◽  
Cement Industry ◽  
Assessment Instrument ◽  
Main Concern ◽  
Dominant Culture ◽  
Clan Culture

Background - Industrial revolution 4.0 make competition between countries will be more competitive. This competition was also felt by PT Semen Indonesia (Persero) Tbk, which is the market leader in the cement industry in Indonesia. Company that implement corporate culture very well, was reached hundred times growth that companies that don’t consider corporate culture s main concern. Aim – This study aims to mapping the organization culture through OCAI (Organizational Culture Assessment Intstrument. Design / methodology / approach - The sampling technique uses the proportionate stratified random sampling method which consists of 6 General Managers, 20 Senior Managers, 34 Head Section, 33 Head Teams and 13 Staffs. The instrument used in this study was the Organizational Culture Assessment Intstrument (OCAI), which maps organizational culture into four types of organizational culture through six-dimensional measurement, namely dominant characteristics, organizational leadership, employee management, organizational adhesives, and success criteria. Data collection techniques used are questionnaires. Finding - The results of the research show that the dominant culture now perceived is hierarchical culture, and the expected dominant culture is clan culture. The results of the validation from the expert stated that as a state-owned corporation that has a global go vision, the clan culture adopted by employees is irrelevant. Culture that is applied to be more suitable for going global is market culture as the main culture or common culture. Whereas the second culture or dominant sub-culture is a type of cultural hierarchy. Research implication - The existence of this mapping is expected to be an input to management, how management can create a more dominant competitive culture and unite employees with a culture that has been determined by management.

scholarly journals ANALYZING CORPORATE CULTURE IN HOTEL COMPANY USING ORGANIZATIONAL CULTURE, ASSESSMENT INSTRUMENT (OCAI) : CASE STUDY X HOTE IN JAKARTA

2018 ◽  
Vol 1 (1) ◽  
pp. 23-39
Author(s):  
Theresia Melisa Lumbantoruan ◽  
Munawaroh Zainal ◽  
Dea Prasetyawati
Keyword(s):  
Organizational Culture ◽  
Corporate Culture ◽  
Current Situation ◽  
Assessment Instrument ◽  
Culture Result ◽  
Clan Culture ◽  
Organizational Culture Assessment Instrument ◽  
Key Dimensions ◽  
A Company

Organizational Culture Assessment Instrument well-known as OCAI commonly uses to describe the type of culture in a company. Using values framework as and instrument, this research attempt to find out what type of culture base on four culture type of Cameron and Quinn: Clan Hierarchy, Adhocracy and Market. Asking `89 of hotel staff respondent and applying on the framework, hotel staff exhibited Hierarchy culture as dominant in current situation and they preferred Clan culture for the future. This discrepancies between the current and preferred culture indicates that a change in culture, especially to clan culture. Result of culture perspectives between levels of hierarchy indicates staff and managers preferred to have clan culture. Culture profile on Six Key Dimensions of Culture (SKDC). Result showed that the overall scores and ranking were almost congruent in the current culture of all aspects. The preferred culture were reasonably congruent, Having clan culture dominating all aspects.

scholarly journals Validation of the Organizational Culture Assessment Instrument: An Application of the Korean Version

2010 ◽  
Vol 24 (2) ◽  
pp. 169-189 ◽  
Author(s):  
Yun Seok Choi ◽  
Minhee Seo ◽  
David Scott ◽  
Jeffrey Martin
Keyword(s):  
Organizational Culture ◽  
Psychometric Properties ◽  
Competing Values Framework ◽  
Assessment Instrument ◽  
Professional Baseball ◽  
Sport Organizations ◽  
Competing Values ◽  
Korean Version ◽  
Scale Reliability ◽  
Organizational Culture Assessment Instrument

The purpose of this study was to examine the psychometric properties of the Korean version of the Organizational Culture Assessment Instrument (OCAI) based on the Competing Values Framework (CVF). More specially, cultural equivalence between the Korean version and the original English version of the OCAI was evaluated using 39 bilingual Koreans. Next, a field test was conducted to examine scale reliability and construct validity of the Korean version of the OCAI using 133 organizational members from the Korean Professional Baseball League (KPBL). The findings indicate that the Korean version was successfully translated, items maintained the same meaning of the original OCAI items, and yielded acceptable psychometric properties making it applicable to Korean sport organizations.

Analyzing the relationship between organizational culture and knowledge management dimensions in higher education libraries

2016 ◽  
Vol 49 (1) ◽  
pp. 57-68 ◽  
Author(s):  
Kumaresan Chidambaranathan ◽  
BS Swarooprani
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Research Design ◽  
Quantitative Research ◽  
Competing Values Framework ◽  
Assessment Instrument ◽  
Competing Values ◽  
Organizational Culture Assessment Instrument ◽  
The Relationship

The purpose of this study is to examine the relationships between knowledge management dimensions and organizational culture types in higher education libraries in Qatar using the competing values framework. A descriptive, quantitative research design was employed to determine the correlation between the variables. Two research instruments are used in this study: (1) Organizational Culture Assessment Instrument and (2) Knowledge Management Assessment Instrument. The results of the study revealed that, while the culture types clan and market predicted the knowledge management dimensions of creation, capture, organization, storage and application, the culture types adhocracy and hierarchy predicted the knowledge management dimensions of storage and dissemination.

scholarly journals Kajian evaluasi budaya organisasi Perpustakaan Nasional Republik Indonesia

2020 ◽  
Vol 16 (1) ◽  
pp. 111-126
Author(s):  
Salahudin Salahudin ◽  
Achmad Nurmandi ◽  
Joko Santoso ◽  
Budi Kusumawardhani ◽  
Rusdianto Rusdianto ◽  
...  
Keyword(s):  
Organizational Culture ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Pearson Correlation ◽  
Organization Culture ◽  
Assessment Instrument ◽  
National Library ◽  
Cultural Hierarchy ◽  
Organizational Culture Assessment Instrument

Introduction. This study aims to determine the organizational culture in the National Library of Indonesia (NLI) based on several  aspects including clan (human resource management), adhocracy (innovation organization), market (adaptation and strategic organization), and hierarchy (coordination and organizational structure). Research Methods. This study used a quantitative approach of Competing Values ​​Framework (CVF) developed by Cameron & Quinn (2011) to obtain data scores and the average of each aspect of organizational culture. Data Analysis. Organizational Culture Assessment Instrument (OCAI) is an organizational culture assessment instrument by using statements/questions relating to the six subsystems, namely organizational culture dominant characters, leadership, human resource management, internal solidarity, strategic management and organizational success criteria. The data was analysed by using SPSS with Pearson Correlation formula. Results and Discussion. We found that organizational culture of the National Library is cultural  hierarchy. Conclusion and Recommendations. Organization culture of the (NLI) shows the cultural hierarchy. The cultural hierarchy is maintained as part of the working principles of the organization.

scholarly journals Validation of the Organizational Culture Assessment Instrument

PLoS ONE ◽  
2014 ◽  
Vol 9 (3) ◽  
pp. e92879 ◽  
Author(s):  
Brody Heritage ◽  
Clare Pollock ◽  
Lynne Roberts
Keyword(s):  
Organizational Culture ◽  
Assessment Instrument ◽  
Organizational Culture Assessment Instrument

scholarly journals Organizational Culture Types that Academicians Associate with Their Institutions

2018 ◽  
Vol 7 (6) ◽  
pp. 161 ◽  
Author(s):  
Semra Kiranli Güngör ◽  
Hakan Şahin
Keyword(s):  
Organizational Culture ◽  
Competing Values Framework ◽  
Assessment Instrument ◽  
Central Anatolia ◽  
Competing Values ◽  
Significant Difference ◽  
Framework Model ◽  
The University ◽  
Post Hoc ◽  
Demographic Features

This study, considering the sample of a university located in central Anatolia region, Turkey, aims to identify culture types that the academicians perceive in relevant with their institutions according to the 4 types of cultures (Clan, Adhocracy, Hierarchy, and Market) given in the Competing Values Framework by Cameron and Quinn. The study includes 205 academicians from different faculties and vocational schools as participants. The data was obtained from the Organizational Culture Assessment Instrument (OCAI) that has been prepared particularly for the research group. Analyzes of the data obtained in the study were carried out with statistical package programs as IBM SPSS Statistics 23 and Interactive Lisrel SSI 8.72. The demographic features of the academicians were determined with percentage and frequency analyzes and the mean and standard deviation statistics were used in determining the perception levels of organizational culture types which academicians associate with their universities. For the analysis of the differentiation of culture-type perception levels according to the demographic characteristics of the academicians, t-test, one-way ANOVA test, and post-hoc tests were performed. According to the findings obtained in the research, the most common type of organizational culture that academicians associate with their institution is the hierarchy culture that is presented in Competing Values Framework Model. There is no significant difference between participants' demographic features and their culture perceptions. According to the result of the research, rules, stability, predictability, and sustainable politics are at the forefront of the university. Employees are supervised by managers who tend to be good coordinators.

STUDY OF THE ORGANIZATIONAL CULTURE OF THE CUSTOMS AUTHORITIES OF THE REGION (BASED ON MATERIALS FROM THE SAMARA CUSTOMS)

2020 ◽  
Vol 11 (3) ◽  
pp. 139-155
Author(s):  
Yulia N. Gorbunova ◽  
Konstantin V. Trubitsyn ◽  
Natalia V. Solovova ◽  
Olga Yu. Kalmykova
Keyword(s):  
Organizational Culture ◽  
Personnel Management ◽  
Assessment Instrument ◽  
Expert Assessment ◽  
Mathematical Tool ◽  
Competing Values ◽  
Analysis Method ◽  
Second Stage ◽  
Key Characteristics ◽  
Hierarchy Analysis

The organizational culture of customs authorities is understood by the authors as a set of norms, rules, customs and traditions that are supported by customs authorities and set a general framework for the behavior of officials. To determine the key characteristics and analyze the dynamics of the organizational culture of the customs authorities, the methodology of Robert E. Quinn and Kim S. Cameron Organizational Culture Assessment Instrument (OCAI) was used. This methodology is based on the framework construction of competing values corresponding to four types of culture: clan, adhocratic, market, bureaucratic. According to the results of the survey, currently the bureaucratic type of organizational culture prevails in the Samara customs, the values of the other types of cultures are approximately equal to each other. At the same time, there are significant differences between the prevailing and preferred type of organizational culture. In the preferred state, the adhocratic type of culture predominates, bureaucracy is in second place in importance, then the clan and the market type of culture. At the second stage of the study, using the method of analyzing hierarchies, an expert assessment of the formation of the preferred – adhocratic type of organizational culture of customs authorities was carried out. The factor analysis of the identified types of organizational cultures of the customs authority made it possible to determine which type of organizational culture contains the potential for increasing the effectiveness of personnel management. To solve this problem, a mathematical tool was used – the method of analyzing hierarchies. The data obtained as a result of the application of the OCAI methodology and the hierarchy analysis method in the study of organizational culture made it possible to solve the problems of defining the type and strength of the culture dominant in the customs authorities, to establish profiles for the existing and intended organizational culture and to determine the scenario for further changes in the organizational culture of the customs authorities. contributing to improving the efficiency of personnel management.

scholarly journals Relationship between institution status and the organizational culture of community health centres in Bali

2017 ◽  
Vol 5 (2) ◽  
pp. 135
Author(s):  
Maria Magdalena Zulian Puji Astuti ◽  
Made Sri Nopiyani ◽  
Pande Putu Januraga
Keyword(s):  
Organizational Culture ◽  
Sampling Technique ◽  
Competing Values Framework ◽  
Assessment Instrument ◽  
Competing Values ◽  
Culture Model ◽  
Clan Culture ◽  
Health Centres ◽  
Education Levels ◽  
Public Service Agencies

Background and purpose: The adoption of an appropriate organizational culture model can be instrumental in ensuring the success of an institution. Currently, public health centres (PHCs) in Indonesia are being remodeled to function as independent units managed as regional public service agencies (BLUD). This study aims to determine whether there are differences in the organizational culture of BLUD PHCs with non BLUD PHCs.Methods: Survey was conducted with 142 staff from BLUD PHCs and with 109 staff from non BLUD PHCs, selected using stratified random sampling technique. Data were collected by completing the organizational culture assessment instrument (OCAI) according to the concept of Competing Values Framework (CVF) and analyzed descriptively to determine aspects of the organizational culture.Results: Staff at the BLUD PHCs presented with lower education levels, were older and with an average longer working period compared to staff at the non BLUD PHCs. A hierarchical organizational culture was found in three BLUD PHCs and in one BLUD PHCs, while the other two non BLUD PHCs indicated a tendency towards a clan culture. It is hoped that in the next two years all PHC will adhere to a clan organizational culture model.Conclusions: Significant differences in age, education and number of working years between BLUD PHCs and non BLUD PHCs determine the organizational culture model adopted. The current adopted organizational culture is hierarchical whereas a transition to clan culture is desired.

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