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

The Organizational Culture Assessment Instrument – Current & Preferred
1. Dominant ch‎aracteristics
A.    The organization is a very personal place. It is like an extended family. People seem to share a lot of themselves.
B.    The organization is a very dynamic entrepreneurial place. People are willing to stick their necks out and take risks.
C.    The organization is very results oriented. A major concern is with getting the job done. People are very competitive and achievement oriented.
D.    The organization is a very controlled and structured place. Formal procedures generally govern what people do.
2. Organizational Leadership
A.    The leadership in the organization is generally considered to exemplify mentoring‚ facilitating‚ or nurturing.
B.    The leadership in the organization is generally considered to exemplify entrepreneurship‚ innovating‚ or risk taking.
C.    The leadership in the organization is generally considered to exemplify a no-nonsense‚ aggressive‚ results-oriented focus.
D.    The leadership in the organization is generally considered to exemplify coordinating‚ organizing‚ or smooth-running efficiency
3. Management of Employees
A.    The management style in the organization is ch‎aracterized by teamwork‚ consensus‚ and participation.
B.    The management style in the organization is ch‎aracterized by individual risk-taking‚ innovation‚ freedom‚ and uniqueness.
C.    The management style in the organization is ch‎aracterized by hard-driving competitiveness‚ high demands‚ and achievement.
D.    The management style in the organization is ch‎aracterized by security of employment‚ conformity‚ predictability‚ and stability in relationships.
4. Organization Glue
A.    The glue that holds the organization together is loyalty and mutual trust. Commitment to this organization runs high.
B.    The glue that holds the organization together is commitment to innovation and development. There is an emphasis on being on the cutting edge.
C.    The glue that holds the organization together is the emphasis on achievement and goal accomplishment. Aggressiveness and winning are common themes.
D.    The glue that holds the organization together is formal rules and policies. Maintaining a smooth-running organization is important.
5. Strategic Emphases
A.    The organization emphasizes human development. High trust‚ openness‚ and participation persist.
B.    The organization emphasizes acquiring new resources and creating new challenges. Trying new things and prospecting for opportunities are valued.
C.    The organization emphasizes competitive actions and achievement. Hitting stretch targets and winning in the marketplace are dominant.
D.    The organization emphasizes permanence and stability. Efficiency‚ control and smooth operations are important.
6. Criteria of Success
A.    The organization defines success on the basis of the development of human resources‚ teamwork‚ employee commitment‚ and concern for people.
B.    The organization defines success on the basis of ha‎ving the most unique or newest products. It is a product leader and innovator.
C.    The organization defines success on the basis of winning in the marketplace and outpacing the competition. Competitive market leadership is key.
D.    The organization defines success on the basis of efficiency. Dependable delivery‚ smooth scheduling and low-cost production are critical.
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The Organizational Culture Assessment Instrument – Current & Preferred Adopted By Danny‚ 2019
Strongly disagree (1) Disagree (2) Uncertain (3) Agree (4) Strongly agree (5)
A. Dominant ch‎aracteristics
1.    There is a sense of belonging within the organization.
2.    The organization is like an extended family.
3.    The organization is dynamic
4.    The organization is results-oriented.
5.    The organization is structured.
6.    The organization is controlled.
B. Organizational Leadership
1.    The leadership in the organization exemplifies mentoring.
2.    The leadership in the organization exemplifies nurturing.
3.    The leadership in the organization exemplifies innovation.
4.    The leadership in the organization exemplifies risk-taking.
5.    The leadership in the organization exemplifies a results-oriented focus.
C. Management of the organization
1.    The management style in the organization is ch‎aracterized by teamwork
2.    The management style in the organization is ch‎aracterized by consensus.
3.    The management style in the organization is ch‎aracterized by individual risk-taking.
4.    The management style in the organization is ch‎aracterized by uniqueness.
D. Organizational dynamic of the organization
1.    The dynamic that holds the organization together is mutual trust.
2.    The dynamic that holds the organization together is a commitment to modernization
3.    The dynamic that holds the organization together is an emphasis on being on the cutting edge.
4.    The dynamic that holds the organization together is the emphasis on goal accomplishment.
5.    The dynamic that holds the organization together is formal policies.
6.    The dynamic that holds the organization together is maintaining a smooth-running organization.
E. Strategic Emphases
1.    High trust is emphasized within the organization
2.    Openness is emphasized within the organization.
3.    Acquiring new resources is emphasized within the organization.
4.    Creating new challenges is emphasized by the organization.
5.    Competitive actions is emphasized within the organization.
6.    Permanence is emphasized within the organization.
7.    Stability is emphasized within the organization.
F. Criteria of Success
1.    Success in the organization is defined by the concern for people.
2.    Success in the organization is defined by ha‎ving innovative programs.
3.    Success in the organization is defined by a winning attitude.
4.    Success in the organization is defined by being the first to try something new.
5.    Success in the organization is defined by efficiency

Competing Values Framework of Culture
Quinn and Spreitzer (1991)

Clan (alpha= .82)‚ Adhocracy alpha=( alpha=.83)‚ Market (alpha=.78)‚ and Hierarchy (alpha=.67) (Cameron & Quinn‚ 2011).
Dominant ch‎aracteristics (alpha=.899‚ .812)‚  Organizational Leadership (alpha=.944‚ 0.545)‚ Management (alpha=.898‚ .772)‚ Organizational Dynamic (alpha=.833‚ .567)‚ Strategic Emphases (alpha=.855‚ .814)‚ Criteria of Success (alpha=.828‚ .621)

This instrument can be found at: http://voynnetf.fr/wp-content/uploads/2013/12/survey_ocai_culture.pdf & https://ttu-ir.tdl.org/server/api/core/bitstreams/63778e16-a93d-4b70-946d-88f741e98261/content

Cameron‚ K. S. (1988). The conceptual foundations of organizational culture. In D. R. Ettington. (Eds.) V Higher education: Handbook of theory and research (p. 356–96). New York: Agathon.
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‚ 115-142.
Cameron/Quinn‚ (2000). Diagnosing and Changing Organizational Culture‚ Electronically reproduced by permission of Pearson Education‚ Inc. Upper Saddle River‚ New Jersey.
Cameron‚ K. S.‚ & Quinn‚ R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. San Francisco‚ CA: Jossey-Bass.
Johnston‚ Danny L. (2019). Relationships of Instructional Faculty of Agricultural Educator Teacher Preparation Programs of Organizational Culture and se‎lected Outcome Measures and Employee ch‎aracteristics. Doctoral thesis. Texas Tech University.