Type
Essay
Pages
17 pages
Word Count
20990 words
School
N/A
Course Code
N/A

OL713 Organizational Culture and Learning

November 13, 2017
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
15 2C
45 3C
35 4C
30 5C
35 6C
195 Sum (total of A Responses)
32.5 Average (Sum divided by 6)
Flexibility and Discretion
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
20 2C
10 3C
15 4C
20 5C
20 6C
100 Sum (total of A Responses)
16.7 Average (Sum divided by 6)
25 1D
30 2D
30 3D
25 4D
55 5D
30 6D
195 Sum (total of A Responses)
32.5 Average (Sum divided by 6)
15 1D
20 2D
15 3D
15 4D
20 5D
40 6D
125 Sum (total of A Responses)
20.8 Average (Sum divided by 6)
Stability and Control
Now Preferred
Fig. 4.1 Organizaonal Culture Profile
External
Focus and
Dierentia
tion
Internal
Focus and
Integration
CLAN (A) ADHOCRACY (B)
50 50
40 40
30 30
20 20
10 10
10 10
20 20
30 30
40 40
50 50
HIERARCHY (D) MARKET (C)
1 Organizational Characteristics
CLAN (A) ADHOCRACY (B)
50 50
40 40
30 30
20 20
10 10
10 10
20 20
30 30
40 40
50 50
HIERARCHY (D) MARKET (C)
2 Organizational Leader
CLAN (A) ADHOCRACY (B)
50 50
40 40
30 30
20 20
10 10
10 10
20 20
30 30
40 40
50 50
HIERARCHY (D) MARKET (C)
CLAN (A) ADHOCRACY (B)
50 50
40 40
30 30
20 20
10 10

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