Below are characteristics of some work centers. Choose the 10 that best suit your center. To do this, place an X on top of the line.
techniques-to-evaluate-organizational-culture-climate-and-satisfaction-FEATURES
1.__ Hard and systematic work.
2.__ Respectful treatment among all.
3.__ Correction and efficiency in the tasks.
4.__ Loyalty to the organization.
5.__ Promotions achieved by ability and effort.
6.__ Objective analysis of problems and difficulties.
7.__ Recognition of the dignity of each person.
8.__ Easy fluent communication between all levels.
9.__ Strict compliance with established standards.
10.__ Creativity and initiative.
11.__ Improvement and development of employees.
12.__ Equitable remuneration to staff.
13.__ Employee benefit.
14.__ Teamwork.
15.__ Protection and safety of the worker.
16.__ Honesty and personal courage.
17.__ Speed in the execution of tasks.
18.__ Friendship and solidarity.
19.__ Introduction of advanced technology and experiences.
20.__ Material incentives to work.
21.__ Friendly treatment of customers.
22.__ Respect for each individual's personal criteria.
23.__ Quality in everything you do.
24.__ Attention to working conditions.
You have indicated those that best suit your center. Now underline from the same list the 10 that according to your criteria should be present in your organization (BASIS FOR EVALUATORS: INTERPRETATION AND ASSESSMENT). H. Moors.
The interpretation of the data obtained in the application of the organizational values questionnaire will be based, and strategies will be projected, based on the following table:
The CATEGORIES of the questionnaire are reflected in the following items:
ACHIEVEMENTS: 1, 3,17, 23
WORK PERSPECTIVE: 5, 11, 15, 19
SUPPORT TO TASKS: 6, 8, 10, 14
VALUES: 4, 9, 16, 21
EXTERNAL WORKING CONDITIONS: 12, 13, 20, 24
SOCIAL RELATIONS: 2, 7, 18, 22
The difference between what is real (current perception) and what is desired (level of expectation and / or projection) should be explained in each of the subjects and at the group or organizational level.
You can make graphs that reflect the levels achieved in these categories.
The main strengths and weaknesses must be specified, as well as the balance, the harmony between what is real and what is desired.
POLL. "Organizational climate". (OPS).
Below are a series of reflections or affirmations of things that are common within a workplace. Their collaboration consists of linking each one of them with the reality of their work group. Your responses are strictly confidential.
Please read each of these statements carefully and establish whether or not they apply to your Work Unit (Organization, Department, Section, etc.) in the Organization. If the reflection fits, check V (True); otherwise mark F (False) on the Answer Sheet. Work carefully as the success of our work will depend on it. When in doubt about your answer, make a provisional mark and return to that statement later. Please check only one answer; do it with pencil. If you delete, clearly state your answer. Respond to all statements.
Remember that this is not a survey, nor a test, therefore there are no right or wrong answers; It is just a tool that, with objective responses and good judgment, could be helpful for the development of the organization. Your opinion about the applicability of each reflection is what is important. It is important that your answers are as honest and objective as possible.
1. In general, the orders we receive are in accordance with those given above.
2. Almost no one saves effort in the efficient fulfillment of their obligations.
3. Generally, the contribution of ideas to improve our work is encouraged.
4. Workers state their true motives during group discussions.
5. In this organization one can develop his ingenuity and creativity.
6. Normally, special recognition is given for good job performance.
7. In this organization it is sought that each one makes decisions about how to carry out their own work.
8. Little time is spent reviewing in the department that is required to improve their performance.
9. Some workers do not put in the effort necessary to handle the current requirements of their jobs or responsibilities.
10. The workers of the Organization are not really committed to its success.
11. The development programs of this organization prepare workers to advance within a given occupational career.
12. Training programs are the heritage of a few.
13. Workers often avoid making critical statements just to avoid facing major conflicts.
14. The important thing is to meet the objectives of the department, the rest does not matter.
15. Our department head and the workers of the same, use little time to clarify what they expect or need from the other members of the department.
16. There are groups whose norms and values do not favor the work of the institution.
17. There is no clear determination of the functions that each must perform.
18. Here they are concerned with keeping staff informed of new techniques related to work, in order to improve its quality.
19. The members of the department could collaborate much more in the running of the same if the individual responsibilities were periodically reviewed and they acted almost "person to person".
20. Many of the potential conflicts in this department have been avoided simply by developing better communication channels with other departments within the organization.
21. There is no periodic review of individual goals or priorities of department members.
22. In this organization the value of the workers is recognized.
23. Most of the members of my department believe that current aspirations and goals are the responsibility of the leadership.
24. The significant majority of the workers of this institution feel satisfied with the physical environment of our work,
25. People strive to fully comply with their obligations.
26. In general, everyone treats the assets of the organization with care.
27. In this organization, being promoted means being able to face greater challenges.
28. Efficiency at work does not imply recognition of any kind.
29. The different hierarchical levels of the organization do not collaborate with each other.
30. Conflicts between this department and other departments in the organization are not very common.
31. Here the information is concentrated in a few groups.
32. In this organization there are few people who are opposed to all changes
33. We know the goals of our area of work.
34. In general, assignments are a good source of experience.
35. When department workers are criticized, it is perceived that they feel they have lost prestige, status, and consideration inside and outside the department.
36. Disagreements between workers are rarely adequately clarified and it is rarely possible to hear each person's views on their differences.
37. Attempts to critically review the organization's performance are perceived as negative and damaging by its members.
38. The contribution potential of some members is not being recognized or developed.
39. Any decision that is made must be consulted with superiors, before putting it into practice.
40. Much improvement is needed in the allocation of resources among workers.
41. Here one feels self-motivated at work.
42. Some workers do not have a high sense of belonging to the organization.
43. This institution offers good training opportunities.
44. Disciplinary rules are applied subjectively.
45. The team spirit of this organization is excellent.
46. The department has very constructive relationships with other departments within the organization.
47. When the department is meeting, it is noted that some members do not listen to each other.
48. There is too much pressure to act conformism in this organization.
49. The distribution of work is done in a disorganized way.
50. People like to take over important jobs.
51. In the total organization, the departments act more in competitive relationships than in mutual collaboration.
52. Problems are analyzed using systematic methods to find creative solutions.
53. There is little freedom of action to carry out the work.
54. Generally, the contribution of this department is not understood by other sectors of the organization.
55. Our ideas about job improvement are never actually executed.
56. When you make a mistake you have to expect a negative repercussion.
57. Some of us take care to get the job done with accuracy and order.
58. Workers are highly committed to their personal goals at the expense of the organization's resources.
59. When new workers join this organization, they are helped to find their "place" within the department.
60. The performance of the workers is correctly evaluated.
61. Here each department works on its own.
62. There is compatibility between the work of this department and that of others within the organization.
63. We periodically have problems due to the circulation of inaccurate information (rumors, gossip).
64. Higher levels do not lead to positive changes for the institution.
65. It often happens that when a special problem arises, it is not known how to solve it.
66. In reality, almost no one cares to start a job when the one that is being done has not yet been completed.
67. It does not matter if you work hard or not.
68. Problems are shelved until they are finally forgotten.
69. The department does not work clearly enough within a developmental orientation, but "acts to act."
70. There are very few individual incentives for workers to worry about developing and assuming more responsibilities within the organization.
71. Workers show some uncertainty about their roles, roles or responsibilities in relation to the rest of the team.
72. The atmosphere in this institution is tense.
73. Most of us are trying to make this department a truly successful team.
74. When we talk about the institution we do it in a derogatory way.
75. Here additional incentives are given to those established in the emulation system.
76. The selection of heads of this organization is carried out satisfactorily.
77. The problems that arise between the working groups are solved in an optimal way for the institution.
78. The department does not actively seek the development of working relationships with other departments within the organization.
79. The information required by the different levels flows slowly.
80. In general in this organization change is not seen as something positive.
SURVEY (FOR EVALUATORS)
Below are a series of reflections or affirmations of things that are common within a workplace. Their collaboration consists of linking each one of them with the reality of their work group. Your responses are strictly confidential.
1. In general, the orders we receive are in accordance with those given above. (V)
2. Almost no one saves effort in the efficient fulfillment of their obligations. (V)
3. Generally, the contribution of ideas to improve our work is encouraged. (V)
4. Workers expose their true motives during group discussions. (T)
5. In this organization one can develop his ingenuity and creativity. (V)
6. Normally, special recognition is given for good job performance. (V)
7. In this organization it is sought that each one makes decisions about how to do their own work. (V)
8. Little time is spent reviewing in the department that is required to improve its performance. (F)
9. Some workers do not put in the effort necessary to handle the current requirements of their jobs or responsibilities. (F)
10. The workers of the Organization are not really committed to its success. (F)
11. The development programs of this organization prepare workers to advance within a given occupational career. (V)
12. Training programs are the heritage of a few. (F)
13. Workers often avoid making critical remarks just to avoid facing major conflicts. (F)
14. The important thing is to meet the objectives of the department, the rest does not matter. (V)
15. Our department head and the workers of the same, use little time to clarify what they expect or need from the other members of the department. (F)
16. There are groups whose norms and values do not favor the work of the institution. (F)
17. There is no clear determination of the functions that each one must perform. (F)
18. Here they are concerned with keeping the staff informed of new techniques related to work, in order to improve its quality. (V)
19. The members of the department could collaborate much more in the running of the same if the individual responsibilities were periodically reviewed and they acted almost "person to person". (F)
20. Many of the potential conflicts in this department have been avoided simply by developing better communication channels with other departments within the organization. (V)
21. There is no periodic review of individual objectives or priorities of the members of the department. (F)
22. In this organization the value of the workers is recognized. (V)
23. Most of the members of my department think that current aspirations and goals are the responsibility of the leadership. (F)
24. The significant majority of the workers of this institution feel satisfied with the physical environment of our work, (T)
25. People strive to fully comply with their obligations. (V)
26. In general, everyone treats the assets of the organization with care. (V)
27. In this organization, being promoted means being able to face greater challenges. (V)
28. Efficiency at work does not imply recognition of any kind. (F)
29. The different hierarchical levels of the organization do not collaborate with each other. (F)
30. Conflicts between this department and other departments in the organization are not very common. (V)
31. Here the information is concentrated in a few groups. (F)
32. In this organization there are few people who oppose all changes. (F)
33. We know the goals of our work area. (V)
34. In general, the assigned jobs are a good source of experience. (V)
35. When department workers are criticized, it is perceived that they feel they have lost prestige, status, and consideration inside and outside the department. (F)
36. Disagreements between workers are rarely adequately clarified and it is rarely possible to hear the views of each person on their differences. (F)
37. Attempts to critically review the organization's performance are perceived as negative and damaging by its members. (F)
38. The contribution potential of some members is not being recognized or developed. (F)
39. Any decision taken is necessary to consult with superiors, before putting it into practice. (F)
40. Much improvement is needed in the allocation of resources among workers. (F)
41. Here one feels self-motivated at work. (V)
42. Some workers do not have a high sense of belonging to the organization. (F)
43. This institution offers good training opportunities. (V)
44. The disciplinary norms are applied subjectively. (F)
45. The team spirit of this organization is excellent. (V)
46. The department has very constructive relationships with other departments within the organization. (T)
47. When the department is meeting it is noted that some members do not listen to each other. (F)
48. There is too much pressure to act conformism in this organization. (F)
49. Work distribution is done in a disorganized way. (F)
50. People like to take over important jobs. (F)
51. In the total organization, the departments act more in competitive relationships than in mutual collaboration. (F)
52. Problems are analyzed using systematic methods to find creative solutions. (V)
53. There is little freedom of action to carry out the work. (F)
54. Generally the contribution of this department is not understood by other sectors of the organization. (F)
55. The ideas we give about job improvement are never actually executed. (F)
56. When a mistake is made, expect a negative repercussion. (F)
57. Some of us take care to get the job done with accuracy and order. (V)
58. Workers are highly committed to their personal goals at the expense of the organization's resources. (F)
59. When new workers join this organization, they are helped to find their "place" within the department. (V)
60. The performance of the workers is correctly evaluated. (V)
61. Here each department works on its own. (F)
62. There is compatibility between the work of this department and that of others within the organization. (V)
63. Periodically we have problems due to the circulation of inaccurate information (rumors, gossip). (F)
64. Higher levels do not promote positive changes for the institution. (F)
65. It often happens that when a special problem arises, it is not known how to solve it. (F)
66. In reality, almost no one cares to start a job when the one that is being done has not yet finished. (F)
67. It does not matter if you work hard or not. (F)
68. Problems are shelved until finally forgotten. (F)
69. The department does not work clearly enough within a developmental orientation, but "acts to act." (F)
70. There are very few individual incentives for workers to worry about developing and assuming more responsibilities within the organization. (F)
71. Workers show some uncertainty about their roles, roles or responsibilities in relation to the rest of the team. (F)
72. The atmosphere in this institution is tense. (F)
73. Most of us are trying to make this department a really successful team. (V)
74. When we talk about the institution we do it in a derogatory way. (F)
75. Here additional incentives are given to those established in the emulation system. (V)
76. The selection of heads of this organization is carried out satisfactorily. (V)
77. The problems that arise between the working groups are solved in an optimal way for the institution. (V)
78. The department does not actively seek the development of working relationships with other departments within the organization. (F)
79. The information required by the different levels flows slowly. (F)
80. In general in this organization change is not seen as something positive. (F)
FOCUS-First Organizational Climate / Culture Unified Search. J. Gonçalves das Neves
Following a conference that took place in Sydney in 1988, the idea arose to develop a European research project on organizational climate and culture research. The European team finally called FOCUS (First Organizationai Climate / Culture Unified Search) had as its objectives the creation of a questionnaire to measure culture and organizational climate in order to carry out comparative studies between different countries.
For the elaboration of the questionnaire, an existing framework, the "alternative values approach" by R. Quinn (Competing Values Approach), was taken as a theoretical basis.
Quinn's model suggests two dimensions or axes that allow characterizing organizations and organizational models: flexibility vs. control, and internal vs. external. The horizontal axis refers to the orientation of the organization. An internal orientation means that the organization is directed towards itself, specifically towards social processes and people. An external orientation represents the relationship of the organization with its environment and the organization is more directed towards tasks and technology. The vertical axis represents the flexibility-control dimension. Control indicates the trend towards centralization and integration in the organization. Flexibility, signals the trend towards decentralization and differentiation.
The combination of these two dimensions originates four orientations of organizational climate and culture or "anchors" "to describe organizations. These are: support, innovation, rules and goals.
Supportive climate: configured by flexibility and organization towards people, characterized by personal trust, openness towards others, commitment to colleagues, interpersonal relationships, etc. It characterizes an organization that is interested in the needs of its employees, tolerant of individual differences, and that offers support to its members both in solving labor and personal problems.
Items: 1, 2, 4,13, 18, 26, 31, and 36.
Innovation Climate: configured by flexibility and orientation towards organization and characterized by openness to new ideas, new markets, support for social and technological changes, etc. They are organizations that seek information in their environment, that are open to the changes demanded by the external environment. They allow conflict and disagreement, as they are seen as ways of learning and progressing. They are tolerant towards ambiguity, and aspire to progress and be successful. They promote initiative and risk-taking, creativity, competitiveness, the search for new ideas and alternative techniques in their employees. These organizations are also characterized by an authority based on the ability to solve problems and the delegation of power to their subordinates.
Items: 3, 5, 8, 11,15,19, 24, 28, 29, 33, 38, and 39.
Rules Climate: configured by control and organization towards people and characterized by respect for the rules, the imposed order, and the established hierarchies. Organizations that are oriented towards security and stability based on compliance with established standards. They present a high formalization and they intend that the behavior of the employees is consistent with the wishes of the organization, avoiding any conduct that deviates from what the rules dictate.
Items: 7, 16, 23, 27, 30, 35
Goal Climate: configured by control and organization towards the organization and characterized by the pursuit of established objectives, search for optimal results. Organizations that establish rational (short-term) plans that are directed towards concrete objectives and in which the importance of results is emphasized.
Items: 6, 9, 10, 12, 14,17, 20, 21, 22, 25, 32, 34, 37 and 40.
FOCUS adopted this model for the construction of an instrument for measuring Climate and another for Culture, but made adjustments. It was not about measuring two dimensions but rather four, since the opposite of flexibility does not have to be control, not the opposite of internal organization and external organization.
After various modifications (FOCUS-91, FOCUS-92 and FOCUS-93), the definitive questionnaire was generated: 40 items for climate and 35 for culture. Some representative items are:
SUPPORT FOR
Climate item: “Employees who have personal problems find help in the organization”
Culture item: “People orientation is considered a desirable value within the organization”
INNOVATION
Climate item: "In this organization, employees attend conferences on innovations in their field of work"
Culture item: "Creativity is considered an important ability within the organization '
RULES
Tell me item: "in this organization, employees behave within what is established by the rules and norms '
culture item:" compliance with standards is considered more important than creative thinking'
GOALS
Climate item: "in this organization, employees obtain all the necessary information to carry out their work"
culture item: 'maximizing the achievement of goals is a fundamental principle in this organization "
The response scale for Climate refers to the frequency of behaviors, and provides a descriptive nuance of the organizational reality. The Culture response scale refers to the degree of agreement with the statement, and are items that have an evaluative ~ normative character.
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