What Are the Different Types of Organizational Culture Assessment?

The corporate culture assessment matrix is also called the Corporate Culture Diagnosis and Evaluation System (CMAS). The corporate culture assessment matrix includes 12 dimensions (Dimensionality) and 33 factors (Factor). The 12 dimensions of corporate culture measured by the CMAS system. Most Chinese corporate culture researchers and corporate cultural consultants generally only use the existing foreign corporate culture measurement tools in the diagnosis and evaluation of corporate culture. Practitioners come from a liberal arts background and often lack the ability to use data models to explain corporate cultural phenomena and essence.

Corporate Culture Evaluation Matrix

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Corporate Culture Evaluation Matrix

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Evaluation matrix

Corporate culture evaluation matrix includes

Corporate culture is a dynamic concept. In corporate culture

The diagnosis and evaluation of corporate culture can basically be divided into two types: one is soft, collecting qualitative information and materials; the other is hard, doing quantitative

In the 1990s, foreign scholars entered the organizational culture.

The corporate culture evaluation matrix contains 12 dimensions (Dimensionality) and 33 factors (Factor). Twelve dimensions of corporate culture measured using the CMAS system, including work environment, organizational systems, management methods, internal communication, employee motivation, leadership and decision making, training and

The corporate culture evaluation matrix can be widely applied to various enterprises, teams, and individuals. Adopted for many in the country

company culture

From the perspective of the application of domestic institutions, the matrix questionnaire survey has good reliability and validity, and the reliability coefficient (Alpha) of the questionnaire is between 0.72 and 0.93, which can fully reflect the cultural status of the tested institution, thus providing corporate culture The improvement and improvement of the company provides a quantitative basis. General enterprises can use the model to achieve the following purposes.

1. Understand and be familiar with the current organizational atmosphere, employee attitude, and current status of corporate culture, and make basic evaluations of current corporate culture strengths and weaknesses.

2. Compare and analyze with the average corporate culture level of the industry or other corporate cultures with good business performance, and determine the goals of cultural change based on the performance expected by the enterprise.

3. Define short-, medium-, and long-term goals and tasks for corporate culture change.

4. Raise the personal understanding of the corporate culture of leaders, and further guide them to actively play the role of corporate culture.

5. Provide a corporate culture diagnostic evaluation report that can be used by both individuals and enterprises, form a common recognition of corporate culture construction ideas, and build a scientific and reasonable corporate culture system.