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OCAI

EB

Esmee Brouwer

Transcript

Organizational culture within SciSports

Team

Thank You!

OCAI

Organizational Culture Assessment Insrtument

  • Gain insight into the current and desired organizational culture by using a questionnaire
  • Internal-External dimension
  • Stability-Flexibility dimension

OCAI

Flexibility and freedom to act

External focus

Internal focus

Stability and control

Six cultural aspects that need to be addressed within a company

Aspects

  • Dominant characteristics
  • Organizational leadership
  • Management of employees
  • Organization glue
  • Strategic emphases
  • Criteria of success

Cultuur types

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Culture

Culture SciSports

Now Desired

Family 30 26

Adhocracy 34 30

Market 18 23

Hierarchy 18 21

SciSports

Dominant culture

Adhocracy cultuur:

This is a dynamic and creative working environment. Employees take risks. Leaders are seen as innovators and risk takers. Experiments and innovation are a way of bonding. Prominence is emphasized. The long-term goal is to grow and create new resources. The availability of new products or services is seen as a success. The organization promotes individual initiative and freedom.

  • Do new things: create, innovate, envision the future
  • Transformational Change
  • Handle discontinuity, change, and risk
  • Freedom of thought and action, rule-breaking
  • Thoughtful experimentation, learning from mistakes, failing fast
  • Roles like entrepreneurs and visionaries
  • Visionaries inclined toward risk, not afraid of uncertainty

Family culture

This working environment is friendly. People have a

lot in common, and it feels like a large family. The leaders

are seen as mentors or maybe even father figures. The organization is held together by loyalty and tradition.

There is great involvement. They emphasize long-term

Human Resource Development. Success is defined within

the framework of addressing the needs of the clients and

caring for the people. The organization promotes teamwork, participation, and consensus.

  • Do things together: build teams, people matter
  • Long-term Change
  • Commitment, empowerment, cohesion, engagement
  • Human development
  • Collective wisdom, long-lasting partnerships, and relationships
  • Roles like a mentor and a coach
  • Wary of conflict

Dominant culture

Marketing - Sales - Customer Experience (CX)

Now Desired

Family 32 23

Adhocracy 32 31

Market 17 25

Hierarchy 20 21

Dominant characteristics

Now Desired

Family 46 24

Adhocracy 16 31

Market 16 26

Hierarchy 22 19

Dominant characteristics

  • More focus on external processes
  • More: Do new things: create, innovate, envision the future
  • More: A results-based workplace that emphasizes targets, deadlines, and getting things done.

Organizational Leadership

Now Desired

Family 24 18

Adhocracy 34 31

Market 21 26

Hierarchy 21 25

Organizational Leadership

  • More stability in leadership
  • Type of leaders: Innovaters, risk takers, hard drivers, proud of efficiency-based coordination and organization.

Management of employees

Now Desired

Family 36 28

Adhocracy 33 29

Market 10 25

Hierarchy 21 21

Management of employees

  • More focus on targets and goals.
  • Hard-driving, directive, commanding, demanding.

Organizational Glue

Now Desired

Family 35 29

Adhocracy 34 31

Market 11 22

Hierarchy 20 18

Organizational glue

  • Experiments and innovation are the way of bonding
  • Desired: The emphasis on winning keeps the organization together

Strategic Emphases

Now Desired

Family 31 25

Adhocracy 29 30

Market 20 23

Hierarchy 20 22

Strategic emphases

  • Trendsetting
  • Engagement
  • Personal relationships

Criteria of success

Now Desired

Family 18 16

Adhocracy 46 34

Market 22 29

Hierarchy 14 21

Criteria of success

  • The availability of new products or services is seen as a success.
  • Market dominance, achieving your goals, and great metrics are the definitions of success.