Unlock document.
This document is partially blurred.
Unlock all pages and 1 million more documents.
Get Access
OCAI Project
OL713 Organizational Culture and Learning
18th August 2017
Introduction
The movie “Money Ball” was based on a true story of a baseball general manger named Billy
Beane, who challenged the approach to baseball. The Billy decides he didn’t have to do this
thing half-heartedly when it comes to baseball, and so he decided to ditch the old way of putting
a team together. He went about making the Oakland A’s team a winning team despite the
financial hurdle (Producer Pitt, et al. and Director Miller, 2011). Billy and his assistant Paul
DePodesta began to research the field and scout for the skills that were undervalued by the Major
League Baseball. They put in position to develop a way to pick players using limited funding.
As Billy began to recruit players based on his new research, with the new undervalue players, the
team saw a lot of success (Producer Pitt, et al. and Director Miller, 2011).
In the movie Bill had to make some tough decision as he was trying to reposition the team.
When one of scout questioned him publicly Billy decided to fire him. His head coach had
refused to play any other way than traditional baseball (Producer Pitt, et al. and Director Miller,
2011). Billy then, trades away all of the team’s traditional players to get the coaches attention.
When Oakland A’s began the season very poorly, and the media was calling for Billy’s head for
trying a different approach, Billy had to find a way to motivate the team and pull it together or
he will find himself on the unemployed hot seat (Producer Pitt, et al. and Director Miller, 2011).
Figure 2.1 The Organizational Culture Assessment
Instrument—Current Profile
1. Dominant Characteristics Now Preferred
A. The organization is a very personal place. It is like an
extended family. People seem to share a lot of themselves.
20
35
B. The organization is a very dynamic and entrepreneurial
place. People are willing to stick their necks out and take
risks.
20
35
C. The organization is very results-oriented. A major concern
is with getting the job done. People are very competitive and
achievement-oriented.
35
15
D. The organization is a very controlled and structured place.
Formal procedures generally govern what people do.
25
15
Total
100
100
2. Organizational Leadership Now Preferred
A. The leadership in the organization is generally considered
to exemplify mentoring, facilitating, or nurturing.
20
30
B. The leadership in the organization is generally considered
to exemplify entrepreneurship, innovation, or risk taking.
20
30
C. The leadership in the organization is generally considered
to exemplify a no-nonsense, aggressive, results-oriented
focus.
30
20
D The leadership in the organization is generally considered
to exemplify coordinating, organizing, or smooth-running
efficiency.
30
20
Total
100
100
3. Management of Employees Now Preferred
A. The management style in the organization is
characterized by teamwork, consensus, and
participation
20
35
B. The management style in the organization is characterized
by individual risk taking, innovation, freedom, and
uniqueness.
15
30
C. The management style in the organization is characterized
by hard-driving competitiveness, high demands, and
achievement.
35
20
D. The management style in the organization is characterized
by security of employment, conformity, predictability, and
stability in relationships.
30
15
Total
100
100
4. Organization Glue Now Preferred
A. The glue that holds the organization together is loyalty and
mutual trust. Commitment to this organization runs high.
20
35
B. The glue that holds the organization together is
commitment to innovation and development. There is an
emphasis on being on the cutting edge.
20
35
C. The glue that holds the organization together is the
emphasis on achievement and goal accomplishment.
35
15
D. The glue that holds the organization together is formal
rules and policies. Maintaining a smooth running organization
is important.
25
15
Total
100
100
5. Strategic Emphases Now Preferred
A. The organization emphasizes human development.
High trust, openness, and participation persist.
15
30
B. The organization emphasizes acquiring new resources and
creating new challenges. Trying new things and prospecting
for opportunities are valued.
15
30
C. The organization emphasizes competitive actions and
achievement. Hitting stretch targets and winning in the
marketplace are dominant.
15
20
D. The organization emphasizes permanence and stability.
Efficiency, control, and smooth operations are important.
55
20
Total
100
100
6. Criteria of Success Now Preferred
A. The organization defines success on the basis of the
development of human resources, teamwork, employee
commitment, and concern for people.
10
30
B. The organization defines success on the basis of having the
most unique or newest products. It is a product leader and
innovator.
15
20
C. The organization defines success on the basis of winning in
the marketplace and outpacing the competition. Competitive
market leadership is key.
45
10
D. The organization defines success on the basis of efficiency.
Dependable delivery, smooth scheduling, and low-cost
production are critical.
30
40
Total
100
100
Figure 2.2 Worksheet for Scoring the OCAI
“Now” Scores “Preferred” Scores
35
1C
35
1A
30
2A
35
3A
35
4A
30
5A
30
6A
195
Sum (total of A Responses)
32.5
Average (Sum divided by 6)
20
1A
20
2A
20
3A
20
4A
15
5A
10
6A
85
Sum (total of A Responses)
14.2
Average (Sum divided by 6)
20
1B
20
2B
15
3B
20
4B
15
5B
15
6B
105
Sum (total of A Responses)
17.5
Average (Sum divided by 6)
35
1B
30
2B
30
3B
35
4B
30
5B
20
6B
180
Sum (total of A Responses)
30
Average (Sum divided by 6)
15
1C
