No institution can possibly survive if it needs geniuses or supermen to manage it. 

It must be organized in such a way as to be able to get along under a leadership

composed of average human beings.

Peter Drucker

Organizational Surveys

 

Organizational Climate Survey (OCS) (.pdf)

The Organizational Climate Survey enables managers to analyze the climate of their organization and understand what needs to improve to make a difference. Climate is established by how people are managed, their working conditions, the flow of communication and the systems of recognition and rewards. Climate influences people’s performance effecting productivity, creativity, getting along, having the courage to ask questions, and in driving results with the right impact.

OCS creates value for managers by giving them visibility and clarity to:

  • the relationship between their actions and the environment they bring about for their employees
  • better understanding the climate they experience themselves on a regular basis.


The OCS survey results are also often used:

  • as part of a development process, either for individual leaders and managers or across teams and working groups
  • applied and integrated as part of an executive coaching intervention or any one-to-one coaching.


The OCS provides a broader picture for managerial behavior and its impact. It can be used as a stand-alone analysis for managers but it most effective when used with Managerial Effectiveness Diagnosis (MED) (.pdf). MED identifies the managerial and leadership styles they use and to what extent it is more or less effective given the organizational dynamics and demands. Through OCS managers can very clearly understand the impact of these behaviors has on their team.

Organizational Culture Assessment Survey (OCAS) (.pdf)

The OCAS analyzes an organization’s behavioral norms—the collection of conventions and values that that control they way people in an organization interact with each other.  These behavioral norms determine the organization’s ability to problem-solve, perform effectively, adapt to change, and its orientation towards growth.

Organizations with a positive and healthy culture, where employees are responsive and engaged, are ones that have alignment in organizational values. When organizations experience misalignment, there is a lack of common organizational values. Control is exercised through extensive use of policies, procedures and bureaucracy. There is a heavy reliance on authority. New ideas and methods of working are not readily accepted, and change cannot happen at the pace the market may demand. When a culture is weak there is a tendency for employees to engage in only doing things right.

In our research, we have found that a positive cultural environment support organizations to operate with the highest effectiveness, and, is a motivating factor in high functioning and productive employees. When the culture of an organization is strong people engage in the right things to do.

The difference between doing the right things and the right things to do is a matter of results and impact.

The OCAS diagnoses the organization’s culture with a validated, and quantifiable image. The instrument is best used for:

  • Diagnosing the current operating culture of an organization
  • Identifying issues and subcultures
  • Validating the call for change
  • Supporting managers and HR leaders in designing the right interventions to drive change
  • Integrating different teams together
  • Facilitating mergers and acquisitions, or, strategic partnerships
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