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

Diagnosing Organizational Culture
Adapted from Harrison and Stokes in 1992 by Farland

Instructions
The first section of this questionnaire introduces the "beginning" of a sentence followed by four alternative sentence "endings." You are to read the 'beginning" of the sentence and prioritize in order the most appropriate of the four "endings" that BEST describes your organization; "4" being the most like your agency and "1" being the least like your agency. Place one (4)‚ one (3)‚ one (2)‚ and one (1) as an answer to each question.
Please choose your answers according to the following:
4 = The MOST likely answer 2 - The NEXT LEAST likely answer
3 = The NEXT likely answer 1 - The LEAST likely answer
1. Staff within my park and recreation agency is expected to give first priority to:
a.    meeting the needs/demands of their supervisors and other high-level individuals in the agency.
b.    carrying out the duties of their own jobs; staying within the policies/procedures related to their jobs.
c.    meeting the challenges of the job‚ finding a better way to do things.
d.    cooperating with the staff with whom they work‚ to solve work and personal problems.
2.  Staff members who do well in my park and recreation agency are typically those who:
a.    know how to please their supervisors and are able/willing to use power and politics to get ahead.
b.    work by the rules‚ work within the system‚ and strive to do things correctly.
c.    are technically competent/effective‚ with a strong commitment to getting the job done.
d.    build close working relationships with others by being cooperative/responsive/caring.
3. My park and recreation agency treats individuals:
a.    as "hands" whose time/energy are at the disposal of individuals at higher levels in the hierarchy.
b.    as "employees" whose time/energy are purchased through a contract‚ with rights and obligations for both parties.
c.    as "associates" or peers who are mutually committed to the achievement ofa common purpose.
d.    as "family" or "friends" who like being together and who care/support one another.
4. Staff within my park and recreation agency are managed‚ directed‚ or influenced by:
a.    individuals in positions of authority‚ who exercise their power through the use of rewards/punishments.
b.    the systems/rules/procedures that prescribe what individuals should do and the right ways of
c.    their own commitment to achieving the goals of the organization.
d.    their own desire to be accepted by others and to be good members of their work group
5. Decision-making processes in my agency are ch‎aracterized by:
a.    directives/orders/instructions that come down from higher levels of management
b.    the adherence to formal channels and reliance on policies/procedures for making decisions.
c.    decisions being made close to the point of action‚ by the individuals on the spot
d.    the use of consensus decision-making methods to gain acceptance/support for decisions.
6. Assignments of tasks/jobs to individual staff members in my agency are based on:
a.    the personal judgments/values/wishes of those positions of power.
b.    the needs/plans of the organization and the rules of the system (seniority‚ etc.).
c.    matching the requirements of the job with the interests/abilities of the staff.
d.    the personal preferences of the staff and their needs for growth/development
7. All staff within my park and recreation agency is expected to be:
a.    hard-working/compliant/obedient/loyal to the interests of those to whom they report
b.    responsible/reliable‚ carrying out the duties/responsibilities of their jobs and avoiding actions that could surprise/embarrass their supervisors.
c.    self-motivated/competent‚ willing to take the initiative to get things done‚ willing to challenge those to whom they report ifthat is necessary to obtain good results.
d.    good team workers‚ supportive/cooperative‚ who get along well with others.
8. Managers and supervisors in my park and recreation agency are expected to be:
a.    strong/decisive; firm yet fair.
b.    impersonal/proper‚ avoiding the exercise of authority for their own advantage.
c.    democratic and willing to accept subordinates' ideas about the task.
d.    supportive/responsive/concerned about the personal concerns and needs of those whose work they supervise.
9. It is considered legitimate for one staff member in my agency to tell another what to do when:
a.    they have more power/authority‚ or "clout" in the agency.
b.    it is part of the responsibilities included in their job description.
c.    they have greater knowledge/expertise and use it to guide or teach the other staff person to do the work.
d.    the other staff person asks for their help/guidance‚ or advice.
10. Employee motivation in my park and recreation agency is primarily the result of:
a.    hope for rewards‚ fear of punishment‚ or personal loyalty to the supervisor.
b.    acceptance of the norm providing a "fair day's work for a fair day's pay."
c.    strong desire to achieve/to cr‎eate/to innovate/ along with peer pressure to contribute to the success of the organization.
d.    staff wanting to help others and to develop/maintain satisfying working relationships.
11. Relationships between my agency staff or departments is generally:
a.    competitive‚ both looking out for their own interests and helping each other only can see some advantage for themselves by doing so.
b.    ch‎aracterized by indifference toward each other‚ helping each other only when it is convenient or when they are directed by a higher level to do so.
c.    cooperative when they need to achieve common goals. Staff is 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 assistance from other groups.
12. Staff conflict within my park and recreation agency is usually:
a.    dealt with personally; by intervention of staff at higher levels of authority.
b.    avoided by reference to rules/procedures/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 agency staff being hurt.
13. The macro-environment outside my organization is thought to be:
a.    a jungle‚ where the agency is in competition for survival with others.
b.    an orderly system in which relationships are determined by structures/procedures and where everyone is expected to abide by the rules.
c.    a competition for excellence in which productivity/quality/innovation bring success.
d.    a community of interdependent parts in which the common interests are the most important.
14. If rules/systems/procedures get in the way my park and recreation staff will:
a.    break them if they have enough clout with it or if they think they can get away with it without being caught.
b.    Generally abide by them to 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 one another in ignoring or bending them if they are felt to be unfair or to cr‎eate hardships for others.
15. New park and recreation staff members in my agency need to learn:
a.    who really runs things; who can help/hurt them; whom to avoid offending; the norms (unwritten rules) that have to be observed in order to stay out of trouble.
b.    the formal rules/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/knowledge to their jobs.
d.    how to cooperate; how to be good team members; how to develop good working  relationships with others.

(1) Power Orientation‚ (2) Role Orientation‚ (3) Achievement Orientation‚ and (4) Support Orientation.

The "a" total represents the Power Orientation =P.
The "b" total represents the Role Orientation = R.
The "c" total represents the Achievement Orientation = A.
The "d" total represents the Support Orientation =S.
The totals are then calculated (using the raw score) by this formula to ascertain the existing overall culture score.
(A) + (S) - (P) - (R) = The Existing Culture Score
A = Achievement‚ S = Support‚ P = Power‚ and R = Role

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

Harrison‚ R. (1972). How to describe your organization's ch‎aracter. Harvard Business Review‚ 5(1)‚ 119-128.
Harrison‚ R. (1975). Diagnosing organizational 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.
Farland‚ John E.‚ "A comparative study of the organizational culture of CAPRA accredited and nonaccredited municipal park and recreation agencies" (2010). Dissertations and Theses UNI. 642. https://scholarworks.uni.edu/etd/642