روانسنجی
اولین سایت تخصصی فارسی تست های روان سنجی ، روان شناسی

Competing Values Framework of Culture
Quinn and Spreitzer (1991)

Group Culture
1.    Participation‚ open discussion
2.    Empowerment of employees to act
3.    Assessing employee concerns & ideas
4.    Human relations‚ teamwork‚ cohesion
Developmental Culture
5.    Flexibility‚ decentralization
6.    Expansion‚ growth‚ & development
7.    Innovation & change
8.    Creative problem solving processes
Hierarchical Culture
9.    Control‚ centralization
10.    Routine is set‚ formalization & structure
11.    Stability‚ continuity‚ order
12.    Predictable performance outcomes
Rational Culture
13.    Task focus‚ accomplishment‚ goal
Achievement
14.    Direction‚ goal setting‚ goal clarity
15.    Efficiency‚ productivity
16.    Outcome excellence‚ quality
Organizational Culture Scale
A. KIND OF ORGANIZATION
My organization is . . .
1.    … a very personal place. It is like an extended family. People seem to share a lot of themselves
2.    ...a very dynamic and entrepreneurial place. People are willing to stick their necks out and take risks
3.    ...a very formalized and structural place. Established procedures generally govern what people do themselves
4.    ...production oriented. The major concern is with getting the job done‚ without much persona I involvement
B. LEADERSHIP
The head of my organization is . . .
5.    ...generally considered to be a mentor‚ sage‚ or a father or mother figure
6.    ...generally considered to be an entrepreneur‚ an innovator‚ or risk taker
7.    ...generally considered to be a coordinator‚ organizer‚ or an administrator
8.    ...generally considered to be a producer‚ technician‚ or hard-driver
C. WHAT HOLDS THE ORGANIZATION TOGETHER
The glue that holds my organization together is . . .
9.    ...loyalty and tradition. Commitment to this firm run high
10.    ...a commitment to innovation and development. There is an emphasis on being first
11.    ...formal rules and policies. Maintaining a smooth-running institution is important around here
12.    ...the emphasis on tasks and goal accomplishment  A production orientation is commonly shared
WHAT IS IMPORTANT
My organization emphasis
13.    ...human resources. High cohesion and morale in the firm are important
14.    ...growth and acquiring new resources. Readiness to meet new challenges is important
15.    ...permanence and stability. Efficient‚ smooth operations are important
16.    ...competitive actions and achievement. Measurable goals are important
نسخه اقتباس شده برای مراکز بهداشتی
Adopted BY Zammuto and Krakower‚ 1991
Entrepreneurial
1.    My facility is a very dynamic and entrepreneurial place. People are willing to stick their necks out and take risks.
2.    My facility is a very formalized and structured place. Bureaucratic procedures generally govern what people do.
3.    Mangers in my facility are warm and caring. They seek to develop employees' full potential and act as their mentors or guides.
4.    Mangers in my facility are risk-takers. They encourage employees to take risks and be innovative.
5.    Managers in my facility are rule-enforcers. They expect employees to follow established rules‚ policies‚ and procedures.
6.    Managers in my facility are coordinators and coaches. They help employees meet the facility's goals and objectives.
7.    The glue that holds my facility together is loyalty and tradition. Commitment to this facility runs high.
8.    The glue that holds my facility together is commitment to innovation and development. There is an emphasis on being first.
9.    The glue that holds my facility together is formal rules and policies. People feel that following the rules is important.
10.    The glue that holds my facility together is the emphasis on tasks and goal accomplishment. A production orientation is commonly shared.
11.    My facility emphasizes human resources. High cohesion and morale in the organization are important.
12.    My facility emphasizes growth and acquiring new resources. Readiness to meet new challenges is important.
13.    My facility emphasizes permanence and stability. Keeping things the same is important.
14.    My facility emphasizes competitive actions and achievement. Measurable goals are important.

Organizational Culture Assessment Instrument  (OCAI)
Cameron & Quinn‚ (2000‚ 2011)

"Group Culture”‚ “Developmental Culture"‚ "Hierarchical Culture‚" and "Rational Culture"
"Strongly Agree"‚ "Agree"‚ "Neutral"‚ "Disagree “and "Strongly Disagree”

This instrument can be found at: https://scholarworks.uni.edu/cgi/viewcontent.cgi?article=1557&context=etd & https://www.researchgate.net/publication/6370355

Quinn‚ R E.‚ & Spreitzer‚ G. M. (1991). The psychometrics of the competing values culture instrument and an analysis of the impact of organizational culture on quality of life. Research in Organizational Change and Development‚ 5‚ 1 15-142.
Zammuto‚ R. F. and J. Y. Krakower (1991). Quantitative and qualitative studies of organizational culture. Research in organizational change and development. R. W. Woodman and W. A. Pasmore. Greenwich‚ CT‚ JAI Press. 5.
Chadwick‚ Kenneth Herbert. (1998). An empirical analysis of the relationships among entrepreneurial orientation‚ organizational culture and firm performance. Doctoral Dissertations. Louisiana Tech University. https://digitalcommons.latech.edu/dissertations/743
Cameron‚ K. S.‚ & Quinn‚ R. E. (2011). Diagnosing and changing organizational culture: Basedon the competing values framework. San Francisco‚ CA: Jossey-Bass.
Lamond‚ D. (2003). The value of Quinn's competing values model in an Australian context. Journal of Managerial Psychology‚ 18(1)‚ 46-59. doi:10.1108/02683940310459583