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| culture assessment survey questions: Diagnosing and Changing Organizational Culture Kim S. Cameron, Robert E. Quinn, 2011-01-07 Diagnosing and Changing Organizational Culture provides a framework, a sense-making tool, a set of systematic steps, and a methodology for helping managers and their organizations carefully analyze and alter their fundamental culture. Authors, Cameron and Quinn focus on the methods and mechanisms that are available to help managers and change agents transform the most fundamental elements of their organizations. The authors also provide instruments to help individuals guide the change process at the most basic level—culture. Diagnosing and Changing Organizational Culture offers a systematic strategy for internal or external change agents to facilitate foundational change that in turn makes it possible to support and supplement other kinds of change initiatives. |
| culture assessment survey questions: Organizational Culture and Leadership Edgar H. Schein, 2010-07-16 Regarded as one of the most influential management books of all time, this fourth edition of Leadership and Organizational Culture transforms the abstract concept of culture into a tool that can be used to better shape the dynamics of organization and change. This updated edition focuses on today's business realities. Edgar Schein draws on a wide range of contemporary research to redefine culture and demonstrate the crucial role leaders play in successfully applying the principles of culture to achieve their organizational goals. |
| culture assessment survey questions: Kilmann-Saxton Culture-Gap Survey Ralph H. Kilmann, Mary J. Saxton, 2011-01 The Kilmann-Saxton Culture-Gap Survey is a self-report assessment that takes only fifteen minutes to complete and another ten minutes to graph the Culture-Gap Profile of a work group of five to fifteen members This profile pinoints the difference between actual and desired cultural norms. Additional Culture-Gap Profiles can be calculated for larger work units, including the entire organization. Following completion of these graphs, the members of one or more work groups can begin discussing how to close the largest Culture-Gaps that were identified in four areas: Task Support, Task Innovation, Social Relationships, and Personal Freedom. Previously, unconscious, unstated rules of the game (actual norms) often undermined everyone's best efforts and intentions. Once the these culture-gaps have been closed (or at least brought within an acceptable threshold), members can effectively proceed with other change initiatives and improvement programs. |
| culture assessment survey questions: The Culture Engine S. Chris Edmonds, 2014-09-22 An organizational North Star, codifying valued behaviors for optimal performance The Culture Engine shows leaders how to create a high performing, values aligned culture through the creation of an organizational constitution. With practical step-by-step guidance, readers learn how to define their organization's culture, delineate the behaviors that contribute to greater performance and greater engagement, and draft a document that codifies those behaviors into a constitution that guides behavior towards an ideal: a safe, inspiring workplace. The discussion focuses on people, including who should be involved at the outset and how to engage employees from start to finish, while examples of effective constitutions provide guidance toward drafting a document that can actualize an organization's potential. Culture drives everything that happens in an organization day to day, including focus, priorities, and the treatment of employees and customers. A great culture drives great performance, and can help attract and retain great talent. But a great culture isn't something that evolves naturally. The Culture Engine is a guide to strategically planning a culture by compiling the company's guiding principles and behaviors into an organizational constitution. Decide which behaviors and attitudes are desired in the organization Secure leader commitment to planning, drafting, and implementing the document Learn the most effective way to socialize the draft statement and get everyone on board Model desired behaviors to boost employee engagement throughout the process Organizational culture is not an amorphous thing – it comes down from the top, inspired and exemplified by the leadership. It can steer a company up or down, keep it on mission or force it off-course. For an organization to fulfill its potential, the culture must be on-point, truly reflecting the heart of the company from leaders to team members across the company. The Culture Engine helps leaders define the playing field, pushing performance to the next level. |
| culture assessment survey questions: Culture Wins William Vanderbloemen, 2018-03-20 What could your company accomplish if it could attract and retain employees who buy into your organization’s mission 100%? Culture Wins is a practical yet challenging modern guidebook for organizations that want to own the future. Its firsthand insights into building a contagious culture will drive sustainable growth and innovation for any organization. You will build a healthy workplace, increase revenue, and change the world with the lessons you’ll learn. Stop losing employees, grow your team, and build a contagious company culture that outlasts the competition. There are books on general team building, there are books on workplace best practices, and there are books on leadership—but there is not a book that shows forward-thinking leaders how to integrate it into today’s new job-hopping culture. William Vanderbloemen uses his company’s proven experience in staffing and organizational consulting to provide a global perspective of effective, thriving cultures—and how to create them. |
| culture assessment survey questions: The Scrum Culture Dominik Maximini, 2018-03-22 This book is a guide for managers, Scrum Masters and agile coaches who are interested in agile organizational methods and who are planning to introduce Scrum at their own company. Scrum is not only a product development framework but can also be used to structure activities for agile and lean organizational development. Divided into six major parts, the book first introduces and defines the Scrum Culture briefly. It explains its relevance, highlights a number of pain points typical for first encounters with Scrum, and embeds it in an introduction to organizational change. This is complemented with many real-life examples that help to apply the concepts to readers’ own specific contexts. The second part describes the principles of introducing Scrum in detail, while the third part embarks on the practical application of these principles, drawing on a wealth of experience gathered in many successful introduction projects. Part four focuses on a detailed case study of a Scrum transformation before part five provides the scientific background information and study details that led to the findings in part one. In closing, part six offers a number of appendices with extensive information on Scrum and its principles. The second edition of this book has been updated throughout and fundamentally re-organized for better readability. |
| culture assessment survey questions: School Culture Improvement Zhang Dongjiao, 2015-10-25 School Culture Improvement follows an abstract-concrete-abstract train of thought. The first three chapters answer the questions from the angle of abstract theory: what is the school culture and how is it managed? What is the school culture drive model? What is the school culture assessment? The two chapters thereafter solve major problems from the perspective of operations: how to develop the school culture solution and how to implement the school culture and promote cultural practices? The book concludes at the abstract theoretical level, on the position of sociological reflection, exploring what is the rationality and legitimacy of school culture and how does school culture happen? School Culture Improvement is one of the few school culture monographs which aims directly at management. Its contribution and features lie in two aspects: connecting school culture and school improvement and connecting research on project case and school culture, thus establishing a relatively complete system of school culture improvement theory. In this book, the author originates the following views and models: concept of school culture, school culture tripod structure theory, school culture spectrum theory, school culture drive model, and school culture unity and conflict. |
| culture assessment survey questions: Safety Cultures, Safety Models Claude Gilbert, Benoît Journé, Hervé Laroche, Corinne Bieder, 2018-09-21 The objective of this book is to help at-risk organizations to decipher the “safety cloud”, and to position themselves in terms of operational decisions and improvement strategies in safety, considering the path already travelled, their context, objectives and constraints. What link can be established between safety culture and safety models in order to increase safety within companies carrying out dangerous activities? First, while the term “safety culture” is widely shared among the academic and industrial world, it leads to various interpretations and therefore different positioning when it comes to assess, improve or change it. Many safety theories, concepts, and models coexist today, being more or less appealing and/or directly useful to the industry. How, and based on which criteria, to choose from the available options? These are some of the questions addressed in this book, which benefits from the expertise of its worldwide famous authors in several industrial sectors. |
| culture assessment survey questions: Everybody Matters Bob Chapman, Raj Sisodia, Rajendra Sisodia, 2015-10-06 “Bob Chapman, CEO of the $1.7 billion manufacturing company Barry-Wehmiller, is on a mission to change the way businesses treat their employees.” – Inc. Magazine Starting in 1997, Bob Chapman and Barry-Wehmiller have pioneered a dramatically different approach to leadership that creates off-the-charts morale, loyalty, creativity, and business performance. The company utterly rejects the idea that employees are simply functions, to be moved around, managed with carrots and sticks, or discarded at will. Instead, Barry-Wehmiller manifests the reality that every single person matters, just like in a family. That’s not a cliché on a mission statement; it’s the bedrock of the company’s success. During tough times a family pulls together, makes sacrifices together, and endures short-term pain together. If a parent loses his or her job, a family doesn’t lay off one of the kids. That’s the approach Barry-Wehmiller took when the Great Recession caused revenue to plunge for more than a year. Instead of mass layoffs, they found creative and caring ways to cut costs, such as asking team members to take a month of unpaid leave. As a result, Barry-Wehmiller emerged from the downturn with higher employee morale than ever before. It’s natural to be skeptical when you first hear about this approach. Every time Barry-Wehmiller acquires a company that relied on traditional management practices, the new team members are skeptical too. But they soon learn what it’s like to work at an exceptional workplace where the goal is for everyone to feel trusted and cared for—and where it’s expected that they will justify that trust by caring for each other and putting the common good first. Chapman and coauthor Raj Sisodia show how any organization can reject the traumatic consequences of rolling layoffs, dehumanizing rules, and hypercompetitive cultures. Once you stop treating people like functions or costs, disengaged workers begin to share their gifts and talents toward a shared future. Uninspired workers stop feeling that their jobs have no meaning. Frustrated workers stop taking their bad days out on their spouses and kids. And everyone stops counting the minutes until it’s time to go home. This book chronicles Chapman’s journey to find his true calling, going behind the scenes as his team tackles real-world challenges with caring, empathy, and inspiration. It also provides clear steps to transform your own workplace, whether you lead two people or two hundred thousand. While the Barry-Wehmiller way isn’t easy, it is simple. As the authors put it: Everyone wants to do better. Trust them. Leaders are everywhere. Find them. People achieve good things, big and small, every day. Celebrate them. Some people wish things were different. Listen to them. Everybody matters. Show them. |
| culture assessment survey questions: Key Questions and Inspiring Answers in Cross-Cultural Management Christoph Barmeyer, Constanze Ruesga Rath, 2024-02-12 As a fascinating interdisciplinary and emerging field of research and practice, cross-cultural management is shaped and enriched by women scholars. This book takes an engaging narrative approach to insightful conversations with 12 women academics to illuminate key concepts, methods and issues within this ever-evolving field. The leading scholars interviewed are: Nancy Jane Adler, Zeynep Aycan, Ariane Berthoin Antal, Nakiye Boyacigiller, Mary Yoko Brannen, Paula Caligiuri, Sylvie Chevrier, Martha Maznevski, Joyce Osland, Sonja Sackmann, Susan C. Schneider, Lena Zander |
| culture assessment survey questions: Building a Culture of Ownership in Healthcare, Third Edition Joe Tye, Bob Dent, 2024-02-21 “The ‘Invisible Architecture’ is built on knowing, and acting on, what research tells us creates a great employee experience. Thank you, Joe and Bob, for writing a book whose time has come—and for your efforts to make healthcare better and better.” -Quint Studer, MSE Co-author, The Human Margin: Building the Foundations of Trust A must read and a great resource for every leader in today's transforming work environment. -Tim Porter-O'Grady, DM, EdD, APRN, FAAN, FACCWS Senior Partner, Health Systems, TPOG Associates Clinical Professor, Emory University, SON Registered Mediator In the aftermath of the pandemic, preexisting challenges in healthcare organizations have intensified. Stress, burnout, staffing shortages, and even the erosion of trust in organizational leadership are pressing issues that need solutions. Using construction as their metaphor, authors Joe Tye and Bob Dent make a compelling case that a healthcare organization’s Invisible Architecture—a foundation of core values, a superstructure of organizational culture, and the interior finish of workplace attitude—is no less important than its visible architecture. In this third edition of Building a Culture of Ownership in Healthcare, readers will learn how investing in their organization and their people can enable a significant, successful change in productivity; employee engagement; nurse satisfaction, recruitment, and retention; quality of care; patient satisfaction; and positive financial outcomes. TABLE OF CONTENTS Chapter 1: Invisible Architecture Chapter 2: From Accountability to Ownership Chapter 3: The Foundation of Core Values Chapter 4: The Superstructure of Organizational Culture Chapter 5: The Interior Finish of Workplace Attitude Chapter 6: Blueprinting a Culture of Ownership Chapter 7: Three Essential Elements of a Culture of Ownership Chapter 8: Personal Values and Organizational Values Chapter 9: The Four Dimensions of Transformational Leadership Chapter 10: Anatomy of a Change Movement: What the Movement to Ban Public Smoking Has to Teach Healthcare Leaders About Culture Change Afterword Epilogue |
| culture assessment survey questions: The Culture Map Erin Meyer, 2014-05-27 An international business expert helps you understand and navigate cultural differences in this insightful and practical guide, perfect for both your work and personal life. Americans precede anything negative with three nice comments; French, Dutch, Israelis, and Germans get straight to the point; Latin Americans and Asians are steeped in hierarchy; Scandinavians think the best boss is just one of the crowd. It's no surprise that when they try and talk to each other, chaos breaks out. In The Culture Map, INSEAD professor Erin Meyer is your guide through this subtle, sometimes treacherous terrain in which people from starkly different backgrounds are expected to work harmoniously together. She provides a field-tested model for decoding how cultural differences impact international business, and combines a smart analytical framework with practical, actionable advice. |
| culture assessment survey questions: Leininger's Culture Care Diversity and Universality Marilyn R. McFarland, Hiba B. Wehbe-Alamah, 2015 Preceded by Culture care diversity and universality: a worldwide nursing theory / [edited by] Madeleine M. Leininger, Marilyn R. McFarland. 2nd ed. c2006. |
| culture assessment survey questions: The Culture Code Daniel Coyle, 2018-01-30 NEW YORK TIMES BESTSELLER • The author of The Talent Code unlocks the secrets of highly successful groups and provides tomorrow’s leaders with the tools to build a cohesive, motivated culture. NAMED ONE OF THE BEST BOOKS OF THE YEAR BY BLOOMBERG AND LIBRARY JOURNAL Where does great culture come from? How do you build and sustain it in your group, or strengthen a culture that needs fixing? In The Culture Code, Daniel Coyle goes inside some of the world’s most successful organizations—including the U.S. Navy’s SEAL Team Six, IDEO, and the San Antonio Spurs—and reveals what makes them tick. He demystifies the culture-building process by identifying three key skills that generate cohesion and cooperation, and explains how diverse groups learn to function with a single mind. Drawing on examples that range from Internet retailer Zappos to the comedy troupe Upright Citizens Brigade to a daring gang of jewel thieves, Coyle offers specific strategies that trigger learning, spark collaboration, build trust, and drive positive change. Coyle unearths helpful stories of failure that illustrate what not to do, troubleshoots common pitfalls, and shares advice about reforming a toxic culture. Combining leading-edge science, on-the-ground insights from world-class leaders, and practical ideas for action, The Culture Code offers a roadmap for creating an environment where innovation flourishes, problems get solved, and expectations are exceeded. Culture is not something you are—it’s something you do. The Culture Code puts the power in your hands. No matter the size of your group or your goal, this book can teach you the principles of cultural chemistry that transform individuals into teams that can accomplish amazing things together. Praise for The Culture Code “I’ve been waiting years for someone to write this book—I’ve built it up in my mind into something extraordinary. But it is even better than I imagined. Daniel Coyle has produced a truly brilliant, mesmerizing read that demystifies the magic of great groups. It blows all other books on culture right out of the water.”—Adam Grant, New York Times bestselling author of Option B, Originals, and Give and Take “If you want to understand how successful groups work—the signals they transmit, the language they speak, the cues that foster creativity—you won’t find a more essential guide than The Culture Code.”—Charles Duhigg, New York Times bestselling author of The Power of Habit and Smarter Faster Better |
| culture assessment survey questions: The Oxford Handbook of Organizational Climate and Culture Karen M. Barbera, 2014-05-07 The Oxford Handbook of Organizational Climate and Culture presents the breadth of topics from Industrial and Organizational Psychology and Organizational Behavior through the lenses of organizational climate and culture. The Handbook reveals in great detail how in both research and practice climate and culture reciprocally influence each other. The details reveal the many practices that organizations use to acquire, develop, manage, motivate, lead, and treat employees both at home and in the multinational settings that characterize contemporary organizations. Chapter authors are both expert in their fields of research and also represent current climate and culture practice in five national and international companies (3M, McDonald's, the Mayo Clinic, PepsiCo and Tata). In addition, new approaches to the collection and analysis of climate and culture data are presented as well as new thinking about organizational change from an integrated climate and culture paradigm. No other compendium integrates climate and culture thinking like this Handbook does and no other compendium presents both an up-to-date review of the theory and research on the many facets of climate and culture as well as contemporary practice. The Handbook takes a climate and culture vantage point on micro approaches to human issues at work (recruitment and hiring, training and performance management, motivation and fairness) as well as organizational processes (teams, leadership, careers, communication), and it also explicates the fact that these are lodged within firms that function in larger national and international contexts. |
| culture assessment survey questions: The SAGE Handbook of Survey Methodology Christof Wolf, Dominique Joye, Tom W Smith, Yang-chih Fu, 2016-07-11 Survey Methodology is becoming a more structured field of research, deserving of more and more academic attention. The SAGE Handbook of Survey Methodology explores both the increasingly scientific endeavour of surveys and their growing complexity, as different data collection modes and information sources are combined. The handbook takes a global approach, with a team of international experts looking at local and national specificities, as well as problems of cross-national, comparative survey research. The chapters are organized into seven major sections, each of which represents a stage in the survey life-cycle: Surveys and Societies Planning a Survey Measurement Sampling Data Collection Preparing Data for Use Assessing and Improving Data Quality The SAGE Handbook of Survey Methodology is a landmark and essential tool for any scholar within the social sciences. |
| culture assessment survey questions: The Corporate Culture Survival Guide Edgar H. Schein, Peter A. Schein, 2019-07-24 Effective, sustainable cultural change requires evolution, not disruption The Corporate Culture Survival Guide is the essential primer and practical guide every organization needs. Corporate culture pioneer Edgar H. Schein breaks the concept of 'culture' down into real terms, delving into the behaviors, values, and shared assumptions that define it, and explains why culture is the central factor in an organization's success—or failure. This new third edition is designed specifically for practitioners needing to apply these practices in real-world settings, and has been updated with new coverage of globalization, technology, and managerial competencies. You'll learn how to get past subconscious bias to assess whether or not your existing culture truly serves your organization, and how to introduce change and manage the change process over time for a best-case-scenario outcome. Case studies illustrate successful change in real companies, providing models and setting the bar for dismantling dysfunctional cultures. Corporate culture begins with the founder, and evolves—or not—over time. Is your culture working for or against your organization? How can it be optimized? This book separates the truth from the nonsense to provide real-world guidance on initiating and managing cultural change. Understand when to assess your culture, and how to do it objectively Learn how cultures evolve and change over time, for better or worse Discover the reality of multiculturalism amidst the rise of globalization Evolve your culture to more effectively serve your organization Each of us is a part of many cultures—what you do, where you live, where you grew up, what you enjoy, how you live; in the workplace, many different people with many different cultures come together toward a common goal—will these cultures clash or synergize? The Corporate Culture Survival Guide shows you how to create an overarching corporate culture that gets everyone on the same page to drive your organization's success. |
| culture assessment survey questions: Corporate Culture and Performance John P. Kotter, 2008-06-30 Going far beyond previous empirical work, John Kotter and James Heskett provide the first comprehensive critical analysis of how the culture of a corporation powerfully influences its economic performance, for better or for worse. Through painstaking research at such firms as Hewlett-Packard, Xerox, ICI, Nissan, and First Chicago, as well as a quantitative study of the relationship between culture and performance in more than 200 companies, the authors describe how shared values and unwritten rules can profoundly enhance economic success or, conversely, lead to failure to adapt to changing markets and environments. With penetrating insight, Kotter and Heskett trace the roots of both healthy and unhealthy cultures, demonstrating how easily the latter emerge, especially in firms which have experienced much past success. Challenging the widely held belief that strong corporate cultures create excellent business performance, Kotter and Heskett show that while many shared values and institutionalized practices can promote good performances in some instances, those cultures can also be characterized by arrogance, inward focus, and bureaucracy -- features that undermine an organization's ability to adapt to change. They also show that even contextually or strategically appropriate cultures -- ones that fit a firm's strategy and business context -- will not promote excellent performance over long periods of time unless they facilitate the adoption of strategies and practices that continuously respond to changing markets and new competitive environments. Fundamental to the process of reversing unhealthy cultures and making them more adaptive, the authors assert, is effective leadership. At the heart of this groundbreaking book, Kotter and Heskett describe how executives in ten corporations established new visions, aligned and motivated their managers to provide leadership to serve their customers, employees, and stockholders, and thus created more externally focused and responsive cultures. |
| culture assessment survey questions: Organisational Culture Richard J. Black, 2003-12 The strategy team have technology ideas and frameworks that represent the best body of knowledge for creating real business value from technology, but only other teams not the strategy team can create the value, by broadly completing the strategy team s ideas. The delivery teams often ignore the ideas. Sometimes real conflict emerges. It feels like the other teams think differently in a deeply rooted way. Could differences in organisational culture be to blame? This dissertation examines the organisational culture perceived within BP's energy trading technology team known as Integrated Supply and Trading Digital Business (ISTDB). The focus is on the Strategy and Architecture team (S&A) who are responsible for assuring the long-term viability of technology delivered to the business by setting and enforcing technology standards with the technology delivery teams (Regional Businesses or RBs). S&A relies on influence and persuasion to build compliance with the standards as it does not have line management responsibility for the other teams. This research concludes the perception of organisational culture is different between S&A and the RBs, and that it is a cause of conflict. The research also identifies that perceived organisational culture in ISTDB technology team as a whole is non-cohesive and not well aligned with the BP business strategy.This is a suboptimal arrangement for value creation. The author recommends both short-term and long-term shifts in working practices to correct this imbalance. The changes include a new emphasis on communications, new personnel hiring procedures and cross-cultural awareness training. |
| culture assessment survey questions: Building a Culture of Ownership in Healthcare, Second Edition Joe Tye, Bob Dent, 2020-05-29 Using construction as their metaphor, authors Joe Tye and Bob Dent make a compelling case that a healthcare organization’s invisible architecture—a foundation of core values, a superstructure of organizational culture, and the interior finish of workplace attitude—is no less important than its visible architecture. Further, they assert that culture will not change unless people change, and people will not change unless they are inspired to do so and given the right tools. The fully updated second edition of Building a Culture of Ownership in Healthcare takes readers on a journey from accountability to ownership—providing a proven model, strategies, and practical solutions to help improve organizational culture in the healthcare setting. Learn how investing in your organization and your people can enable a significant, successful change in productivity; employee engagement; nurse satisfaction, recruitment, and retention; quality of care; patient satisfaction; and financial outcomes. |
| culture assessment survey questions: Managing Workplace Diversity, Equity, and Inclusion Rosemary Hays-Thomas, 2022-09-16 Managing Workplace Diversity, Equity, and Inclusion bridges the gap between social science theory and research and the practical concerns of those working in diversity, equity, and inclusion by presenting an applied psychological perspective. Using foundational ideas in the field of diversity, equity, and inclusion as well as concepts in the social sciences, this book provides a set of cognitive tools for dealing with situations related to workplace diversity and applies both classic theories and new ideas to topics such as United States employment law, teamwork, gender, race and ethnicity, sexual orientation, and other areas. Each chapter includes engaging scenarios and real-world applications to stimulate learning and help students conceptualize and contextualize diversity in the workplace. Intended for upper-level undergraduates as well as graduate students, this textbook brings together foundational theories with research-based and practical, real-world applications to build a strong understanding of managing diversity, equity, and inclusion in the workplace. This text also has its own companion website, which has been designed to give students and instructors a comprehensive look into Workplace Diversity, Equity, and Inclusion, offering case studies, practical applications, tests, and essay questions. |
| culture assessment survey questions: Advances in Comparative Survey Methods Timothy P. Johnson, Beth-Ellen Pennell, Ineke A. L. Stoop, Brita Dorer, 2018-09-24 Covers the latest methodologies and research on international comparative surveys with contributions from noted experts in the field Advances in Comparative Survey Methodology examines the most recent advances in methodology and operations as well as the technical developments in international survey research. With contributions from a panel of international experts, the text includes information on the use of Big Data in concert with survey data, collecting biomarkers, the human subject regulatory environment, innovations in data collection methodology and sampling techniques, use of paradata across the survey lifecycle, metadata standards for dissemination, and new analytical techniques. This important resource: Contains contributions from key experts in their respective fields of study from around the globe Highlights innovative approaches in resource poor settings, and innovative approaches to combining survey and other data Includes material that is organized within the total survey error framework Presents extensive and up-to-date references throughout the book Written for students and academic survey researchers and market researchers engaged in comparative projects, this text represents a unique collaboration that features the latest methodologies and research on global comparative surveys. |
| culture assessment survey questions: Survey Methods in Multinational, Multiregional, and Multicultural Contexts Janet A. Harkness, Michael Braun, Brad Edwards, Timothy P. Johnson, Lars E. Lyberg, Peter Ph. Mohler, Beth-Ellen Pennell, Tom W. Smith, 2010-04-30 A unique collaboration featuring the latest methodologies and research on multi- and cross-national surveys Over the past two decades, the relevance of cross-national and cross-cultural methodologies has heightened across various fields of study. Responding to increasing cultural diversity and rapid changes in how research is conducted, Survey Methods in Multinational, Multiregional, and Multicultural Contexts addresses the need for refined tools and improved procedures in cross-cultural and cross-national studies worldwide. Based on research submitted to the International Conference on Multinational, Multicultural, and Multiregional Survey Methods (3MC), this book identifies important changes in comparative methodology approaches, outlines new findings, and provides insight into future developments in the field. Some of the world's leading survey researchers gather in this volume to address the need for a standard framework that promotes quality assurance and quality control in survey research, and its impact on various stages of the survey life cycle, including study design and organization, cross-national sampling, testing and pretesting, data collection, and input and output variable harmonization. Self-contained chapters feature coverage of various topics, such as: Question and questionnaire design, from both global and study-specific perspectives The construction and evaluation of survey translations and instrument adaptations The effects of cultural difference on the perception of question and response categories Non-response issues Analysis in comparative contexts, featuring discussion of polytomous item response theory, categorization problems, and Multi-Trait-Multi-Methods (MTMM) The significance of evolving methodologies for current international survey programs, including the European Social Survey, the International Social Survey Programme, and the Gallup World Poll Survey Methods in Multinational, Multiregional, and Multicultural Contexts is a valuable supplement for courses on comparative survey methods at the upper-undergraduate and graduate levels. It also serves as an insightful reference for professionals who design, implement, and analyze comparative research in the areas of business, public health, and the social and behavioral sciences. |
| culture assessment survey questions: Built on Values Ann Rhoades, 2011-01-18 Most leaders know that a winning, engaged culture is the key to attracting top talent—and customers. Yet, it remains elusive how exactly to create this ideal workplace —one where everyone from the front lines to the board room knows the company’s values and feels comfortable and empowered to act on them. Based on Ann Rhoades’ years of experience with JetBlue, Southwest, and other companies known for their trailblazing corporate cultures, Built on Values reveals exactly how leaders can create winning environments that allow their employees and their companies to thrive. Companies that create or improve values-based cultures can become higher performers, both in customer and employee satisfaction and financial return, as proven by Rhoades’ work with JetBlue, Southwest Airlines, Disney, Loma Linda University Hospitals, Doubletree Hotels, Juniper Networks, and P.F. Chang’s China Bistros. Built on Values provides a clear blueprint for how to accomplish culture change, showing: How to exceed the expectations of employees and customers How to develop a Values Blueprint tailored to your organization’s goals and put it into action Why it's essential to hire, fire, and reward people based on values alone, and How to establish a discipline for sustaining a values-centric culture Built on Values helps companies get on the pathway to greatness by showing the exact steps for either curing an ailing company culture or creating a new one from scratch. |
| culture assessment survey questions: Start with Why Simon Sinek, 2011-12-27 The inspirational bestseller that ignited a movement and asked us to find our WHY Discover the book that is captivating millions on TikTok and that served as the basis for one of the most popular TED Talks of all time—with more than 56 million views and counting. Over a decade ago, Simon Sinek started a movement that inspired millions to demand purpose at work, to ask what was the WHY of their organization. Since then, millions have been touched by the power of his ideas, and these ideas remain as relevant and timely as ever. START WITH WHY asks (and answers) the questions: why are some people and organizations more innovative, more influential, and more profitable than others? Why do some command greater loyalty from customers and employees alike? Even among the successful, why are so few able to repeat their success over and over? People like Martin Luther King Jr., Steve Jobs, and the Wright Brothers had little in common, but they all started with WHY. They realized that people won't truly buy into a product, service, movement, or idea until they understand the WHY behind it. START WITH WHY shows that the leaders who have had the greatest influence in the world all think, act and communicate the same way—and it's the opposite of what everyone else does. Sinek calls this powerful idea The Golden Circle, and it provides a framework upon which organizations can be built, movements can be led, and people can be inspired. And it all starts with WHY. |
| culture assessment survey questions: Safety Management Chitram Lutchman, Rohanie Maharaj, Waddah Ghanem, 2012-03-05 With annual cost in excess of $150 billion from workplace related illnesses and injuries, any knowledge that can reduce this burden contributes to the overall welfare of the work force and business performance. Yet, there are many key areas of opportunities that have not yet been discussed in the literature, such as approaches to improving contractor safety management and innovative approaches to shared learning in health and safety. Until now. Built upon practical principles and knowledge derived from the authors’ field experience, Safety Management: A Comprehensive Approach to Developing a Sustainable System provides recommendations and practical solutions for improving health and safety in the workplace. The authors recognize and promote workplace health and safety as essential for sustained long-term profitability of all organizations, regardless of the industry. The book emphasizes the potential for sustained improvements in workplace health and safety from understanding: How business environment trends can guide approaches to managing health and safety in the workplace The importance of safety management systems (SMS) The benefits of integrating process safety management (PSM) into your business practices How leadership commitment and shared learning in health and safety can improve the workplace and that leveraging shared learning in safety helps you avoid repeat and similar incidents The importance of leveraging contractor safety management to generate real improvements in workplace safety Proactively identifying gaps in organizational SMS and addressing them by using audits as a collaborative process The authors explore different leadership styles and detail their pros and cons in the workplace. Compiling this wealth of knowledge into a single book provides a holistic approach to upgrading the way health and safety is managed in the workplace. It shows you how to take your organization from ordinary to world-class safety performance. |
| culture assessment survey questions: National Airspace System United States. Government Accountability Office, 2005 |
| culture assessment survey questions: Online Assessment, Measurement, and Evaluation David D. Williams, Mary Hricko, 2006-01-01 This book provides a view of the possibilities and challenges facing online educators and evaluators in the 21st century--Provided by publisher. |
| culture assessment survey questions: Community Culture and the Environment , 2002 |
| culture assessment survey questions: Leading Culture Change Chris Dawson, 2010-05-10 Leading Culture Change: What Every CEO Needs To Know is a practical guide for top leaders who are faced with the challenge of shaping their culture to create long term, sustainable value. Culture is changeable—but only with CEO sponsorship and a methodical, best practices approach. Author Christopher S. Dawson draws on 25 years of experience as an organizational consultant in a variety of industries to delineate five critical success factors, without which culture change is unlikely to occur. He offers practical tools and approaches to facilitate culture change, in addition to an overall framework that acts as a yardstick for seasoned and new top leaders. The book provides a red-yellow-green level of urgency tool for determining the degree of organizational effort required to address the gap between strategy and culture; a roadmap for culture change; and more. After describing how to effect change, the text describes frequent scenarios, providing guidelines, an in-depth case example, and lessons for top leaders. Finally, the book outlines four essential leadership competencies—dual-horizon vision; self-awareness; team leadership; and source of inspiration—based on the requirements for leaders of any transformation. This book is an ideal guide for today and tomorrow's top leaders—as well as a valuable supplement to management consultants' and human resource executives' professional training. |
| culture assessment survey questions: The Balancing Act , 1999 |
| culture assessment survey questions: Advances in Questionnaire Design, Development, Evaluation and Testing Paul C. Beatty, Debbie Collins, Lyn Kaye, Jose-Luis Padilla, Gordon B. Willis, Amanda Wilmot, 2019-10-17 A new and updated definitive resource for survey questionnaire testing and evaluation Building on the success of the first Questionnaire Development, Evaluation, and Testing (QDET) conference in 2002, this book brings together leading papers from the Second International Conference on Questionnaire Design, Development, Evaluation, and Testing (QDET2) held in 2016. The volume assesses the current state of the art and science of QDET; examines the importance of methodological attention to the questionnaire in the present world of information collection; and ponders how the QDET field can anticipate new trends and directions as information needs and data collection methods continue to evolve. Featuring contributions from international experts in survey methodology, Advances in Questionnaire Design, Development, Evaluation and Testing includes latest insights on question characteristics, usability testing, web probing, and other pretesting approaches, as well as: Recent developments in the design and evaluation of digital and self-administered surveys Strategies for comparing and combining questionnaire evaluation methods Approaches for cross-cultural and cross-national questionnaire development New data sources and methodological innovations during the last 15 years Case studies and practical applications Advances in Questionnaire Design, Development, Evaluation and Testing serves as a forum to prepare researchers to meet the next generation of challenges, making it an excellent resource for researchers and practitioners in government, academia, and the private sector. |
| culture assessment survey questions: The Wiley Handbook of Personality Assessment Updesh Kumar, 2016-01-19 The Wiley Handbook of Personality Assessment presents the state-of-the-art in the field of personality assessment, providing a perspective on emerging trends, and placing these in the context of research advances in the associated fields. Explores emerging trends and perspectives in personality assessment, building on current knowledge and looking ahead to the future landscape of the field Discusses emerging technologies and how these can be combined with psychological theories in order to enhance the real-world practice of assessing personality Comprehensive sections address gaps in current knowledge and collate contributions and advances from diverse areas and perspectives The chapter authors are eminent scholars from across the globe who bring together new research from many different countries and cultures |
| culture assessment survey questions: Creativity and Culture in Greater China Chi-Cheung Leung, Sonny Shiu-Hing Lo, 2015-06-01 This publication unveils creative ideas on knowledge transfer from historical references to commercialization of cultural products. It adopts multidisciplinary, cross cultural, and experimental approaches to study the cultural industries, including art, music, popular culture, psychology, entrepreneurship, and economic studies. These scholarly thoughts and ideas were presented in the two conferences held at the Hong Kong Institute of Education in the summer of 2013. The chapters critically evaluate the current situation of the cultural industries and review the underlying relationships between the different sectors in the field. By assessing the development of the cultural industries, the authors hope that market and government intervention can enhance further consolidation and minimize hindrance to the growth of creativity. |
| culture assessment survey questions: Organization Development Joan V. Gallos, 2017-07-27 This is the third book in the Jossey-Bass Reader series, Organization Development: A Jossey-Bass Reader. This collection will introduce the key thinkers and contributors in organization development including Ed Lawler, Peter Senge, Chris Argyris, Richard Hackman, Jay Galbraith, Cooperrider, Rosabeth Moss Kanter, Bolman & Deal, Kouzes & Posner, and Ed Schein, among others. Without reservations I recommend this volume to those students of organizational behavior who want an encyclopedia of OD to gain a perspective on the past, present, and future.... Jonathan D. Springer of the American Psychological Association. |
| culture assessment survey questions: Creating a Culture of Continuous Improvement Gerard Assey, 2024-02-27 ‘Creating a Culture of Continuous Improvement’ is a comprehensive guide that equips readers with the knowledge and tools to foster a culture of continuous improvement (CI) in their organizations. Beginning with the definition and importance of CI, the book covers a range of topics including root cause analysis, removing barriers, and changing negative beliefs. It delves into leadership's role in CI, attitudes and behaviors that support it, and considerations for planning CI initiatives. The book also explores the three critical elements and pillars of a successful CI culture, along with strategies for identifying improvement opportunities and managing change. Real-life examples, case studies, and practical tips are provided throughout, making this book a valuable resource for anyone seeking to drive positive change and achieve sustainable success through continuous improvement. Here's what the book covers: ü Preface ü Importance of CI in Today's Competitive Business Environment ü Why Is Continuous Improvement Important? ü How Can Continuous Improvement Help Organizations? ü Root Cause Analysis of the Existing Culture ü Identifying and Removing Barriers for Continuous Improvement ü Beliefs that Damage a Culture of Continuous Improvement ü Leadership's Role in Creating a Culture of Continuous Improvement ü Attitudes and Behaviors that Support Continuous Improvement ü Considerations for Continuous Improvement Planning ü The Three Critical Elements of a Successful Culture of Continuous Improvement ü The Three Pillars of a Culture of Continuous Improvement ü Leadership's Two-Pronged Approach to Process Improvement ü Identifying Opportunities for Improvement ü Managing Change with the Help of a Methodology ü Stages of the Continuous Improvement Process ü Support Strategies for System Alignment ü Study, Reflect, and Act ü Creating the Behaviors that Define the Culture ü Getting Senior Leaders'Commitment to Change ü Cultivating a Culture of Continuous Improvement ü Examples of Continuous Improvement in Practice ü 31 Tips to Create a Culture of Continuous Improvement ü Tools, Templates, Checklists, and Worksheets to Implement CI Strategies in your Organization ü Frequently Asked Questions (FAQs) and Troubleshooting ü Global Perspectives on Continuous Improvement ü Conclusion |
| culture assessment survey questions: Work-Life Bloom Dan Pontefract, 2023-10-24 A thought-provoking and empowering book that will inspire leaders to take a fresh look at a new coalescence between work and life. In Work-Life Bloom: How to Nurture a Team That Flourishes, award-winning author Dan Pontefract takes a fresh look at integrating our professional and personal lives. Just as a flower needs the right mix of sunlight, water, and nutrients to grow and thrive, team members need the right mix of work-life factors to create a fulfilling and harmonious existence. Through primary global research, interviews, and personal experience, Pontefract delves into the current state of work and life, offering practical solutions for leaders and organizations to create environments where teams can flourish. Pontefract argues that there really is no such thing as work-life balance: our rigid attempts to achieve it don't reflect current realities, and are in fact leading us to further burnout, stress, and unhappiness. Instead, he encourages a more holistic approach, promoting the idea of blooming in both work and life. Pontefract stresses that for people to succeed, they must reach fulfillment through the integration of work and the personal aspects of life. After all, people bring their work into their lives and their lives into their work; an improved integration is necessary. Pontefract introduces six key work factors — trust, belonging, feeling valued, purpose, strategy, and norms —and six life factors —relationships, skills, well-being, meaning, agency, and respect — essential for creating an integrated work-life ecosystem that genuinely blooms. The 12 factors contain practical solutions and strategies for leaders who want to nurture Work-Life Bloom environments for their team members, and achieve this mindset for themselves. With a unique approach and vivid writing, Work-Life Bloom is a must-read for anyone looking to improve their impact as a leader. |
| culture assessment survey questions: Process Improvement with Electronic Health Records Margret Amatayakul, 2017-07-27 Although physicians and hospitals are receiving incentives to use electronic health records (EHRs), there is little emphasis on workflow and process improvement by providers or vendors. As a result, many healthcare organizations end up with incomplete product specifications and poor adoption rates.Process Improvement with Electronic Health Records: |
| culture assessment survey questions: Industrial and Organizational Psychology Prof. Dr. Bilal Semih Bozdemir, Within a few years of SIOP's founding, other organizations emerged, reflecting an expanding interest in specialized areas of I-O Psychology. The American Society for Training and Development (ASTD), now known as the Association for Talent Development (ATD), was founded in 1944. It focused on the professional development of trainers and facilitators, emphasizing the need for psychological principles in training programs. This organization served as a vital resource for I-O psychologists whose work intersected with training and development. Another critical player in the post-war era was the International Association for Applied Psychology (IAAP), established in 1920 but revitalized after the war. This organization sought to promote the application of psychological principles across different cultural and organizational contexts, thereby positioning I-O Psychology on a global stage. The IAAP facilitated international research collaborations and conferences that allowed practitioners to share insights drawn from various cultural perspectives, thereby enriching the field. The establishment and growth of these professional organizations sparked a proliferation of research and scholarship in I-O Psychology. They provided the infrastructure for professional certifications and guidelines that defined competencies and ethical standards within the discipline. Among the foremost initiatives was the introduction of certification programs that validated the expertise of I-O psychologists, ensuring that practitioners met the discipline’s evolving professional standards. |
| culture assessment survey questions: Cultural Implications of Knowledge Sharing, Management and Transfer: Identifying Competitive Advantage Harorimana, Deogratias, 2009-08-31 This book illustrates, compares, and discusses models, perspectives, and approaches involved in the distribution, administration, and transmission of knowledge across organizations--Provided by publisher. |
Microsoft Word - School Culture …
Self-Assessment Culture Survey Directions: Use the following scoring to complete the survey to assess your school’s culture: 1 = Never 2 = Rarely 3 = Sometimes 4 = Often 5 = Always or Almost …
Culture Assessment Toolkit
The goal for the 30-question cultural assessment to identify weaknesses that drive urgency for changes in the culture – this is why you must survey below the executive team; they typically …
ASSESSMENT SURVEY - ORGANIZATIONAL CULTURE …
You can adapt this sample survey to suit your organization’s profile and common terminology, but this worksheet has been designed to measure employees’ perceptions in key areas of …
Microsoft Word - Team Culture Assessment Questions one …
Team Culture Assessment Survey Please answer the following questions honestly to establish a clear understanding of staff perceptions of our current workplace environment (and help plan …
CULTURE ASSESSMENT QUESTIONNAIRE - ctacny.org
The World of Work Project out your organizational culture. There are no correct or incorrect answers, and the rating values do not correspon to a particular interpretation. Instead, use the …
Organizational Culture Assessment Questionnaire
Company culture assessment helps define what a company values most, highlights its strengths and weaknesses, and assists in framing priorities and fostering a positive work environment for …
The Organizational Culture Assessment Instrument – Current
The Organizational Culture Assessment Instrument (OCAI) is a validated tool for assessing organizational culture, developed by Robert Quinn and Kim Cameron at the University of …
Culture Assessment - Cultural Design Group
This Culture Assessment provides you with an overview of what is important to your people, how they see the organisation operating now and provides you with a roadmap for change.
The Survey of Assessment Culture Conceptual Framework
Does assessment serve student needs, accountability, or business models in higher education? How and under what circumstances are the foundations of an institution's assessment practices laid? …
Organizational Culture Assessment Instrument
The Organizational Culture Assessment Instrument (OCAI, © Kim Cameron) is a validated tool for assessing organizational culture, developed by Robert Quinn and Kim Cameron at the University …
Safety culture survey: Questionnaire - SafetyRisk.net
This survey has been developed to assess the attitude towards safety within this organisation and, if necessary, what we can do to improve it. All results will be combined for analysis and no …
CULTURAL NEEDS ASSESSMENTS - Nonprofit HR
Reflection Questions How might your organization be transformed by engaging in a cultural needs assessment initiative? What challenges might your organization encounter with conducting a …
IT Change-Readiness Program: Culture Pre-Assessment Guide
We show you how culture connects to Diversity, Equity, Inclusion, and Accessibility (DEIA), what artifacts (data and information) to gather, why it is important, examples, considerations, where to …
Ethical Culture and Perceptions Assessment
Our Culture Assessment process on average takes 10 weeks. Meeting to discuss objectives, process, and project timeline. Review templates to define nomenclature, demographic criteria …
Organizational Culture Assessment Instrument
The ‘Organizational Culture Assessment Instrument’ (OCAI) developed by Kim Cameron and Robert Quinn is a validated research method to examine organizational culture.
Safety Culture Self-assessment Survey - BSI
Safety Culture Self-assessment Survey You can�. t have a safety c. lture by accident. It takes planning. Before you can work on creating a safer environment for your organization, you. need …
THE DENISON ORGANIZATIONAL CULTURE SURVEY
THE DENISON ORGANIZATIONAL CULTURE SURVEY and management practices that impact performance. Based on the Denison Model, the DOCS measures specific characteristics of …
CUSP Tool: Culture Assessment: Where to Start - Guide for …
The purpose of the Culture Assessment: Where to Start Guide is to provide a guide for CUSP coordinators to use to determine if their organization has administered a culture assessment, …
ORGANIZATIONAL CULTURE ASSESSMENT …
The Organizational Culture Assessment Questionnaire (OCAQ) is based on the work of Dr. Talcott Parsons, a sociologist at Harvard. Parsons developed a framework and theory of …
Microsoft Word - School Culture …
Self-Assessment Culture Survey Directions: Use the following scoring to complete the survey to assess your school’s culture: 1 = Never 2 = Rarely 3 = Sometimes 4 = Often 5 = Always or …
Culture Assessment Toolkit
The goal for the 30-question cultural assessment to identify weaknesses that drive urgency for changes in the culture – this is why you must survey below the executive team; they typically …
ASSESSMENT SURVEY - ORGANIZATIONAL CULTURE …
You can adapt this sample survey to suit your organization’s profile and common terminology, but this worksheet has been designed to measure employees’ perceptions in key areas of …
The Denison Organizational Culture Survey
Note: The table focuses attention on the strongest culture - performance linkages within the Denison model. Our research also shows that the most effective organizations have a …
Microsoft Word - Team Culture Assessment Questions one …
Team Culture Assessment Survey Please answer the following questions honestly to establish a clear understanding of staff perceptions of our current workplace environment (and help plan …
CULTURE ASSESSMENT QUESTIONNAIRE - ctacny.org
The World of Work Project out your organizational culture. There are no correct or incorrect answers, and the rating values do not correspon to a particular interpretation. Instead, use the …
Organizational Culture Assessment Questionnaire
Company culture assessment helps define what a company values most, highlights its strengths and weaknesses, and assists in framing priorities and fostering a positive work environment …
The Organizational Culture Assessment Instrument – Current
The Organizational Culture Assessment Instrument (OCAI) is a validated tool for assessing organizational culture, developed by Robert Quinn and Kim Cameron at the University of …
Culture Assessment - Cultural Design Group
This Culture Assessment provides you with an overview of what is important to your people, how they see the organisation operating now and provides you with a roadmap for change.
The Survey of Assessment Culture Conceptual Framework
Does assessment serve student needs, accountability, or business models in higher education? How and under what circumstances are the foundations of an institution's assessment …
Organizational Culture Assessment Instrument
The Organizational Culture Assessment Instrument (OCAI, © Kim Cameron) is a validated tool for assessing organizational culture, developed by Robert Quinn and Kim Cameron at the …
Safety culture survey: Questionnaire - SafetyRisk.net
This survey has been developed to assess the attitude towards safety within this organisation and, if necessary, what we can do to improve it. All results will be combined for analysis and …
CULTURAL NEEDS ASSESSMENTS - Nonprofit HR
Reflection Questions How might your organization be transformed by engaging in a cultural needs assessment initiative? What challenges might your organization encounter with conducting a …
IT Change-Readiness Program: Culture Pre-Assessment Guide
We show you how culture connects to Diversity, Equity, Inclusion, and Accessibility (DEIA), what artifacts (data and information) to gather, why it is important, examples, considerations, where …
Ethical Culture and Perceptions Assessment
Our Culture Assessment process on average takes 10 weeks. Meeting to discuss objectives, process, and project timeline. Review templates to define nomenclature, demographic criteria …
Organizational Culture Assessment Instrument
The ‘Organizational Culture Assessment Instrument’ (OCAI) developed by Kim Cameron and Robert Quinn is a validated research method to examine organizational culture.
Safety Culture Self-assessment Survey - BSI
Safety Culture Self-assessment Survey You can�. t have a safety c. lture by accident. It takes planning. Before you can work on creating a safer environment for your organization, you. …
THE DENISON ORGANIZATIONAL CULTURE SURVEY
THE DENISON ORGANIZATIONAL CULTURE SURVEY and management practices that impact performance. Based on the Denison Model, the DOCS measures specific characteristics of …
CUSP Tool: Culture Assessment: Where to Start - Guide for …
The purpose of the Culture Assessment: Where to Start Guide is to provide a guide for CUSP coordinators to use to determine if their organization has administered a culture assessment, …
