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Harrison`s Organization Ideology Questionnaire
Organizational Culture Scale: Harrison
Harrison & Stokes‚ 1992

Designed to measure organizational culture
Please check your answers to be sure that you have assigned only one 4‚ 3‚ one 2 and one 1 for each phrase in the “existing” column and for each phrase in the “preferred” column.
4 = the dominant view‚ or your most preferred alternative
3 = the next most dominant view of preferred alternative
2 = the next most dominant view of preferred alternative
1 = the least dominant view of preferred alternative
For each question/Statement give a separate answer in terms of existing and preferred culture
Existing Culture ___ Preferred Culture ___
1. Members of the organization are expected to give first priority to
a.    meetings the needs and demands of their supervisors and other high-level people in the organization
b.    carrying out the duties of their own jobs; staying within the policies and procedures related to their jobs
c.    meeting the challenges of the task‚ finding a better way to do things
d.    cooperating with the people with whom they work‚ to solve work and personal problems
2. People who do well in the organization tend to be those who
a.    know how to please their supervisors and are able and willing to use power and politics to get ahead
b.    play by the rule‚ work within the system‚ and strive to do things correctly
c.    are technically competent and effective‚ with a strong commitment to getting the job done
d.    build close working relationships with others by being cooperative‚ responsive‚ and caring
3. The organization treats individuals
a.    as “hands” whose time and energy are at the disposal of persons at higher levels in the hierarchy
b.    as “employees” whose time and energy are purchased through a contract‚ with rights and obligations for both sides
c.    as “associates” or peers who are mutually committed to the achievement and a common purpose
d.    as “family” or “friends” who like being together and who care about and support one another
4. People are managed‚ directed‚ or influenced by
a.    people in positions of authority‚ who exercise their power through the use of rewards and punishments
b.    the systems‚ rules‚ and procedure that prescribe what people should do and the right ways of doing it
c.    their own desire to be accepted by others and to be good members of their work group
5. Decision-making processes are ch‎aracterized by
a.    directives‚ orders‚ and instructions that come down from higher levels
b.    the adherence to formal channels and reliance on policies and procedures form making decisions
c.    decisions being made close to the point of action‚ by the people on the spot
d.    the use of consensus decision-making methods to gain acceptance and support for decisions
6. Assignments of tasks or jobs to individual are based on
a.    the personal judgments‚ values‚ and wishes of those in positions on power
b.    the needs and plans of the organization and the rules of the system (seniority‚ qualifications‚ etc.)
c.    matching the requirements of the job with the interests and abilities of the individuals
d.    the personal preferences of the individuals and their needs for growth and development
7. Employees are expected to be
a.    hard-working‚ compliant‚ obedient‚ and loyal to the interests of those to whom they report
a.    responsible and reliable‚ carrying out the duties and responsibilities of their jobs and avoiding actions that could surprise or embarrass their supervisors
b.    self-motivated and competent‚ willing to take the initiative to get things done; willing to
c.    challenge those to whom they report if that is necessary to obtain good results
d.    good team workers‚ supportive and cooperative‚ who get along well with others
8. Managers and supervisors are expected to be
a.    strong and decisive‚ firm but fair
b.    impersonal and proper‚ avoiding the exercise of authority for their own advantage
c.    democratic and willing to accept subordinates’ ideas about he task
d.    supportive‚ responsive‚ and concerned about he personal concerns and needs of those whose work they supervise
9. It is considered legitimate for one person to tell another what to do when
a.    he or she has more power‚ authority‚ or “clout” in the organization
b.    it is part of the responsibilities included in his or her job description
c.    he or she has greater knowledge and expertise and uses it to guide the other person or to teach him or her to do the work
d.    the other person asks for his or her help‚ guidance‚ or advice
10. Work motivation is primarily the result of
a.    hope for rewards‚ fear of punishment‚ or personal loyalty to the supervisor
b.    acceptances of the norm of providing a “fair day’s work for a fair day’s pay”
c.    strong desires to achieve‚ to cr‎eate‚ and to innovate and peer pressure to contribute to the success of the organization
d.    people wanting to help others and to develop and maintain satisfying working relationships
11. Relationships between work groups or departments are generally
a.    competitive‚ with both looking out for their own interests and helping each other only when they can see some advantage for themselves by doing so
b.    ch‎aracterized by influence toward each other‚ helping each other only when it is convenient of when they are directed by higher levels to do so
c.    cooperative when they need to achieve common goals. People are normally willing to cut red tape and cross organizational boundaries in order to get the job done
d.    friendly‚ with a high level of responsiveness to requests for help from other groups
12. Intergroup and interpersonal conflicts are usually
a.    dealt with by the personal intervention of people at higher levels of authority
b.    avoided by reference to rules‚ procedures‚ and formal definitions of authority and responsibility
c.    resolved through discussions aimed at getting the best outcomes possible for the work issues involved
d.    dealt with in a manner that maintains good working relationships and minimizes the chances of people being hurt.
13. The larger environment outside the organization is responded to as though it were
a.    a jungle‚ where the organization is in competition for survival with others
b.    an orderly system in which relationships are determined by structures and procedures and where everyone is expected to abide by the rules
c.    a competition for excellence in which productivity‚ quality‚ and innovation bring success
d.    a community of interdependent parts in which the common interests are the most important
14. If rules‚ systems‚ or procedures get in the way‚ people
a.    break them if they have enough clout to get by with it or if they think they can get away with it without being caught
b.    generally abide by them or go through proper channels to get permission to deviate from them or have them changed
c.    tend to ignore or by-pass them to accomplish their tasks or perform their jobs better
d.    support on another in ignoring or bending them if they are felt to be unfair or to cr‎eate hardships for others
15. New people in the organization need to learn
a.    who really runs things; who can help or hurt them; whom to avoid offending; the norms (unwritten rules) that have to be observed if they are to stay out of trouble
b.    the formal rules and procedures and to abide by them; to stay within the formal boundaries of their jobs
c.    what resources are available to help them do their jobs; to take the initiative to apply their skills and knowledge to their jobs
d.    how to cooperate; how to be good team members; how to develop good working relationships with others.

Respondents rank four statements in each item in terms of how representative they are of (a) the organization and (b) the respondents own attitudes and beliefs.

This instrument can be found at: http://ibrarian.net/navon/paper/Instruments_for_Measuring_Cultural_Values_and_Beh.pdf?paperid=5383441

Harrison‚ R. 1972. ‘‘Understanding Your Organization’s ch‎aracter.’’ Harvard Business Review 5 (3): 119–28.

Harrison‚ R. (1975). Diagnosing organization ideology. In J. Jones & P. Pfeiffer (Eds.)‚ The 1975 annual handbook for group facilitators (pp. 101-107). La Jolla‚ CA: University Associates.
Harrison‚ R.‚ & Stokes‚ H. (1992). Diagnosing Organizational Culture. San Francisco‚ CA: Jossey Bass/Pfeiffer.
Scott‚ Tim.‚ Mannion‚ Russell.‚ Davies‚ Huw.‚ and Marshall‚ Martin. (2003). The Quantitative Measurement of Organizational Culture in Health Care: A Review of the Available Instruments. Health Services Research 38(3): 923-945.