Brendan Rong 12902399

MPO Homework- Week 4

TASK 1:

Answer the following questions related to the required reading:

a) What are some of the descriptors and characteristics provided by the authors in their
effort to define organisational culture? Taking these characteristics into account,
explain some of the tangible and intangible aspects of organisational culture.

Descriptors specified by authors consist of market, hierarchical, adhocracy as well as clan cultures.

- The market cultures specialty is within the efficiency and the productivity within an
organisation, this will result in a very oriented environment.
- The hierarchical cultures will form relationships, stability within the managers and employees.
- The adhocracy culture consists of a flexible and active culture that allow people to take
certain risks within the environment.
- The clan culture focuses on the organisations of human relation and the relationship with the
customers.

The intangible section within an organisational culture can include the traditions, rituals and
philosophy of the organisation. The tangible aspects of the organisation culture would detail the
uniform, slogan, layout, logo and policies.

b) From the four forms of organisational culture measured in Cameron and Quinn’s (1999)
Organizational Culture Assessment Instrument (OCAI), which two aspects would you
associate each with bureaucracy and with post-bureaucracy?

Post-bureaucracy – clan culture and adhocracy culture

Bureaucracy – market culture and hierarchical culture

TASK 2:

Choose an organisation you know well (possibly where you work, have worked in the past, or
maybe where you went to school) and follow the link below to complete an organisational
assessment using Cameron and Quinn’s (1999) OCAI tool (choose the free option – you will be
required to register an account, but will not be required to spend any money – if this link
doesn’t work then copy and paste it into your web-browser): https://www.ocai-online.com/

Consider the results in relation to the following questions:

a) What was the level of congruence between the organisations 'observed' and 'desired'
culture?

It was an observed congruence culture

b) What is the level of congruence between the organisation’s observed culture with the
typical cultural profile of an organisation in the same industry?

With the comparison of the competitors, the company is currently achieving equal to better results
than the other

c) Could the organisation’s culture be changed to achieve greater congruence? From the
article, what are some of the situational factors that influence the success or failure of
culture change initiatives?

The article shows that within the situational factors, it is perceived as a need of change that is shared
within the organisation only if the climate is to be supportive. Also, if there is a strong and powerful
competitor subculture and counterculture that would exist.
Brendan Rong 12902399