Organizational Culture Profiles In many organizations, one typically finds that corporate culture affects everyone. Culture is important because it can influence human behavior, can be difficult to change, and its near invisibility makes it hard to address directly. The MIG’s current and preferred culture shown in the OCAI in Appendix A focuses on some core attributes of the organization. The OCAI is a key component to help the MIG understand and conceptualize its organizational culture, its nature, determinants and predictions, as well as the relationships among culture's diverse set of variables. Organizational culture is widely considered one of the most significant factors in bringing about organizational change and modernizing public administration and service delivery (Jung et al., 2009). The Competing Values Framework (CVF) four quadrants of culture are clan culture, adhocracy culture, market culture, and hierarchy culture. These are extremely useful in organizing and interpreting organizational phenomena (Cameron &ump; Quinn, 2011). The OCAI produces an overall organizational culture profile as a guide for leaders to initiate change in each of the four quadrants. There are many ways to look at organizational culture: as a means to provide leaders with tools to measure various aspects culture, and to get a view of where the organization is and where it needs to be. Organizational culture profiles are interpreted from at least six standards of comparison: type, discrepancies, strength, congruence, norm comparison, and trends (Cameron &ump; Quinn, 2011).
Discussion
The organizational culture profile constructed in Appendix B is being used to diagnosis the MIG’s culture from this writer’s perspective. The culture of the MIG, its importance and its effect, illustrate a variety of cultures now and preferred in the organization. A natural tension exists