NURS 8302 Organizational Culture Assessment

Please evaluate each statement below writing number on Scale 1 – 5, thinking about your organization. Answer with 1 = Strongly disagree, 2 = disagree, 3 = neutral, 4 = agree, and 5 = strongly disagree.

An organization’s culture defines the proper way to behave within the organization. This culture consists of shared beliefs and values established by leaders and then communicated and reinforced through various methods, ultimately shaping employee perceptions, behaviors and understanding. Organizational culture sets the context for everything an enterprise does. Because industries and situations vary significantly, there is not a one-size-fits-all culture template that meets the needs of all organizations.

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A strong culture is a common denominator among the most successful companies. All have consensus at the top regarding cultural priorities, and those values focus not on individuals but on the organization and its goals. Leaders in successful companies live their cultures every day and go out of their way to communicate their cultural identities to employees as well as prospective new hires. They are clear about their values and how those values define their organizations and determine how the organizations run. See What does it mean to be a values-based organization?

Conversely, an ineffective culture can bring down the organization and its leadership. Disengaged employees, high turnover, poor customer relations and lower profits are examples of how the wrong culture can negatively impact the bottom line.

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Mergers and acquisitions are fraught with culture issues. Even organizational cultures that have worked well may develop into a dysfunctional culture after a merger. Research has shown that two out of three mergers fail because of cultural problems. Blending and redefining the cultures, and reconciling the differences between them, build a common platform for the future. In recent years, the fast pace of mergers and acquisitions has changed the way businesses now meld. The focus in mergers has shifted away from blending cultures and has moved toward meeting specific business objectives. Some experts believe that if the right business plan and agenda are in place during a merger, a strong corporate culture will develop naturally. See Managing Organizational Change and Managing Human Resources in Mergers and Acquisitions.

1. I am at ease and comfortable when I’m around others at work – regardless of their title, position, or stature.

2. We evaluate the quality of the decisions we make internally.

3. Work is shared based not on who “owns it,” but rather on who is in the best position to get it done.

4. I can be my whole self while at work and don’t have to pretend to be someone I’m not.

5. I am given autonomy in my job.

6. We remove ‘silos’ and ‘boundaries’ at work; we aren’t territorial.

7. If a process, procedure, approach is not working, we can correct it with ease.

8. Everyone here is clear on what drives our success as an organization.

9. We use tools and platforms internally to help us collaborate and communicate more effectively.

10. The internal tools and technologies we use in My Company are as good, if not better than the ones our competitors use.

	Organizational Culture Assessment tool
11. We welcome comments from others even if they disagree with us.

12. We push past the “we’ve always done it that way” objection.

13. We are evaluated on the core values that are important to our success.

14. We care about making our community a better place to live.

15. I get to exercise my creativity at work.

16. People know what other departments need from them and share the right information at the right time.

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NURS 8302 Organizational Culture Assessment