Survey Instrument
OIA Organizational Culture Assessment
Introduction
Purpose
This document contains the complete survey instrument for the OIA Organizational Culture Assessment. The assessment is designed to provide a comprehensive understanding of OIA's organizational culture using two internationally recognized frameworks: the Denison Organizational Culture Survey and the Competing Values Framework (CVF/OCAI).
The survey is organized into four parts:
- Part A: Denison Culture Survey (60 Likert-scale questions across 4 traits and 12 sub-indices)
- Part B: Open-Ended Questions (3 qualitative questions for deeper insight)
- Part C: CVF/OCAI Assessment (6 scenarios with point-distribution responses, each asked for current and desired culture)
- Part D: Demographic Questions (for segmentation and analysis purposes)
How to Complete the Survey
- The survey should take approximately 15 to 20 minutes to complete.
- For Part A, rate each statement on a scale of 1 to 5, where 1 means "Strongly Disagree" and 5 means "Strongly Agree."
- For Part B, write your responses in your own words. You may answer in English or Arabic.
- For Part C, distribute 100 points among four descriptions for each question. The points should reflect how closely each description matches your organization.
- For Part D, select the option that best describes your situation.
- There are no right or wrong answers. Please answer based on your genuine experience and perception.
Anonymity Statement: This survey is managed entirely by Talent Arabia, an independent external partner. Your individual responses will never be shared with OIA management. All results are reported in aggregate form only. Any group with fewer than 5 respondents will be merged with a larger group to protect anonymity. Your honest input is essential to the success of this assessment.
بيان السرية:
يدار هذا الاستبيان بالكامل من قبل شركة تالنت أرابيا، وهي شريك خارجي مستقل. لن تتم مشاركة ردودك الفردية مع إدارة هيئة الاستثمار العمانية. يتم عرض جميع النتائج بشكل مجمع فقط. أي مجموعة بها أقل من 5 مشاركين سيتم دمجها مع مجموعة أكبر لحماية السرية. مدخلاتك الصادقة ضرورية لنجاح هذا التقييم.
Part A: Denison Organizational Culture Survey
Please rate each statement below based on your experience at OIA. Use the following scale:
1
Strongly Disagree
لا أوافق بشدة
2
Disagree
لا أوافق
3
Neutral
محايد
4
Agree
أوافق
5
Strongly Agree
أوافق بشدة
1.
Most employees are highly involved in their work.
معظم الموظفين منخرطون بشكل كبير في عملهم.
2.
Decisions are usually made at the level where the best information is available.
عادة ما تتخذ القرارات على المستوى الذي تتوفر فيه أفضل المعلومات.
3.
Information is widely shared so that everyone can get the information they need when they need it.
يتم مشاركة المعلومات على نطاق واسع حتى يتمكن الجميع من الحصول على المعلومات التي يحتاجونها عند الحاجة.
4.
Everyone believes that they can have a positive impact.
يعتقد الجميع أنه يمكنهم إحداث تأثير إيجابي.
5.
Business planning is ongoing and involves everyone in the process to some degree.
التخطيط المؤسسي عملية مستمرة ويشارك فيها الجميع بدرجة ما.
6.
Cooperation across different parts of the organization is actively encouraged.
يتم تشجيع التعاون بين مختلف أجزاء المؤسسة بشكل فعال.
7.
People work like they are part of a team.
يعمل الناس كأنهم جزء من فريق واحد.
8.
Teamwork is used to get work done, rather than hierarchy.
يتم استخدام العمل الجماعي لإنجاز العمل بدلا من التسلسل الهرمي.
9.
Teams are our primary building blocks.
الفرق هي اللبنات الأساسية لمؤسستنا.
10.
Work is organized so that each person can see the relationship between their job and the goals of the organization.
يتم تنظيم العمل بحيث يمكن لكل شخص رؤية العلاقة بين عمله وأهداف المؤسسة.
11.
Authority is delegated so that people can act on their own.
يتم تفويض الصلاحيات حتى يتمكن الأشخاص من التصرف بشكل مستقل.
12.
The "bench strength" (capability of people) is constantly improving.
تتحسن قدرات الموظفين باستمرار.
13.
There is continuous investment in the skills of employees.
هناك استثمار مستمر في مهارات الموظفين.
14.
The capabilities of people are viewed as an important source of competitive advantage.
ينظر إلى قدرات الأشخاص كمصدر مهم للميزة التنافسية.
15.
Problems often arise because we do not have the skills necessary to do the job. (R)
غالبا ما تنشأ مشاكل لأننا لا نملك المهارات اللازمة لأداء العمل. (عكسي)
16.
The leaders and managers practice what they preach.
يمارس القادة والمديرون ما يعظون به.
17.
There is a characteristic management style and a distinct set of management practices.
هناك أسلوب إداري مميز ومجموعة واضحة من الممارسات الإدارية.
18.
There is a clear and consistent set of values that governs the way we do business.
هناك مجموعة واضحة ومتسقة من القيم التي تحكم طريقة عملنا.
19.
Ignoring core values will get you in trouble.
تجاهل القيم الجوهرية سيوقعك في مشاكل.
20.
There is an ethical code that guides our behavior and tells us right from wrong.
هناك ميثاق أخلاقي يوجه سلوكنا ويخبرنا بالصواب من الخطأ.
21.
When disagreements occur, we work hard to achieve win-win solutions.
عندما تحدث خلافات، نعمل بجد لتحقيق حلول مربحة للجميع.
22.
There is a "strong" culture.
هناك ثقافة مؤسسية "قوية".
23.
It is easy to reach consensus, even on difficult issues.
من السهل الوصول إلى إجماع حتى في القضايا الصعبة.
24.
We often have difficulty reaching agreement on key issues. (R)
غالبا ما نواجه صعوبة في التوصل إلى اتفاق حول القضايا الرئيسية. (عكسي)
25.
There is a clear agreement about the right way and the wrong way to do things.
هناك اتفاق واضح حول الطريقة الصحيحة والخاطئة للقيام بالأشياء.
26.
Our approach to doing business is very consistent and predictable.
نهجنا في العمل متسق للغاية ويمكن التنبؤ به.
27.
People from different parts of the organization share a common perspective.
يتشارك الأشخاص من مختلف أجزاء المؤسسة رؤية مشتركة.
28.
It is easy to coordinate projects across different parts of the organization.
من السهل تنسيق المشاريع عبر مختلف أجزاء المؤسسة.
29.
Working with someone from another part of this organization is like working with someone from a different organization. (R)
العمل مع شخص من جزء آخر من المؤسسة يشبه العمل مع شخص من مؤسسة مختلفة. (عكسي)
30.
There is good alignment of goals across levels.
هناك توافق جيد في الأهداف عبر المستويات المختلفة.
31.
The way things are done is very flexible and easy to change.
طريقة القيام بالأشياء مرنة للغاية وسهلة التغيير.
32.
We respond well to competitors and other changes in the business environment.
نستجيب بشكل جيد للمنافسين والتغييرات الأخرى في بيئة العمل.
33.
New and improved ways to do work are continually adopted.
يتم تبني طرق جديدة ومحسنة لأداء العمل باستمرار.
34.
Attempts to create change usually meet with resistance. (R)
عادة ما تواجه محاولات إحداث التغيير مقاومة. (عكسي)
35.
Different parts of the organization often cooperate to create change.
غالبا ما تتعاون أجزاء مختلفة من المؤسسة لإحداث التغيير.
36.
Stakeholder comments and recommendations often lead to changes.
غالبا ما تؤدي تعليقات وتوصيات أصحاب المصلحة إلى تغييرات.
37.
Stakeholder input directly influences our decisions.
تؤثر مدخلات أصحاب المصلحة بشكل مباشر على قراراتنا.
38.
All members have a deep understanding of stakeholder wants and needs.
يمتلك جميع الأعضاء فهما عميقا لرغبات واحتياجات أصحاب المصلحة.
39.
The interests of stakeholders are often ignored in our decisions. (R)
غالبا ما يتم تجاهل مصالح أصحاب المصلحة في قراراتنا. (عكسي)
40.
We encourage direct contact with stakeholders by our people.
نشجع التواصل المباشر مع أصحاب المصلحة من قبل موظفينا.
41.
We view failure as an opportunity for learning and improvement.
ننظر إلى الفشل كفرصة للتعلم والتحسين.
42.
Innovation and risk taking are encouraged and rewarded.
يتم تشجيع ومكافأة الابتكار والمخاطرة.
43.
Lots of things "fall between the cracks." (R)
الكثير من الأشياء "تسقط بين الشقوق" ولا يتابعها أحد. (عكسي)
44.
Learning is an important objective in our day-to-day work.
التعلم هدف مهم في عملنا اليومي.
45.
We make certain that the "right hand knows what the left hand is doing."
نتأكد من أن جميع الأطراف في المؤسسة على علم بما يفعله الآخرون.
46.
There is a long-term purpose and direction.
هناك هدف واتجاه طويل المدى.
47.
Our strategy leads other organizations to change the way they compete.
تدفع استراتيجيتنا المؤسسات الأخرى إلى تغيير طريقة منافستها.
48.
There is a clear mission that gives meaning and direction to our work.
هناك رسالة واضحة تعطي معنى واتجاها لعملنا.
49.
There is a clear strategy for the future.
هناك استراتيجية واضحة للمستقبل.
50.
Our strategic direction is unclear to me. (R)
التوجه الاستراتيجي غير واضح لي. (عكسي)
51.
There is widespread agreement about goals.
هناك اتفاق واسع حول الأهداف.
52.
Leaders set goals that are ambitious, but realistic.
يضع القادة أهدافا طموحة ولكنها واقعية.
53.
The leadership has "gone on record" about the objectives we are trying to meet.
أعلنت القيادة بشكل رسمي عن الأهداف التي نسعى لتحقيقها.
54.
We continuously track our progress against our stated goals.
نتابع تقدمنا باستمرار مقارنة بأهدافنا المعلنة.
55.
People understand what needs to be done for us to succeed in the long run.
يفهم الناس ما يجب القيام به لنجاحنا على المدى الطويل.
56.
We have a shared vision of what the organization will be like in the future.
لدينا رؤية مشتركة لما ستكون عليه المؤسسة في المستقبل.
57.
Leaders have a long-term viewpoint.
لدى القادة رؤية طويلة المدى.
58.
Short-term thinking often compromises our long-term vision. (R)
غالبا ما يضر التفكير قصير المدى برؤيتنا طويلة المدى. (عكسي)
59.
Our vision creates excitement and motivation for our employees.
تخلق رؤيتنا الحماس والتحفيز لموظفينا.
60.
We are able to meet short-term demands without compromising our long-term vision.
نحن قادرون على تلبية المتطلبات قصيرة المدى دون المساس برؤيتنا طويلة المدى.
Part B: Open-Ended Questions
Please take a few minutes to share your thoughts in your own words. You may write in English or Arabic. There are no right or wrong answers.
Question 1:
What do you consider to be OIA's greatest cultural strengths?
ما الذي تعتبره أعظم نقاط القوة الثقافية لهيئة الاستثمار العمانية؟
[Open text response area]
Question 2:
If you could change one thing about OIA's culture, what would it be and why?
إذا كان بإمكانك تغيير شيء واحد في ثقافة هيئة الاستثمار العمانية، فماذا سيكون ولماذا؟
[Open text response area]
Question 3:
What would help you do your best work at OIA?
ما الذي سيساعدك على تقديم أفضل ما لديك في هيئة الاستثمار العمانية؟
[Open text response area]
Part C: CVF/OCAI Culture Type Assessment
Instructions
The following assessment contains six scenarios. For each scenario, you will see four descriptions (A, B, C, D) that represent different aspects of organizational culture. For each scenario, you will respond twice:
- Current (NOW): How you perceive OIA today.
- Desired (FUTURE): How you would like OIA to be.
For each response, distribute 100 points among the four descriptions. Give more points to the description that is most similar to your organization (or most desired). The total must equal 100 for each response.
Example: If description A is very similar to your organization, you might give it 45 points. If B is somewhat similar, give it 25 points. If C and D are less similar, give them 20 and 10 points respectively. The key point: A + B + C + D must equal 100.
Scenario 1: Dominant Characteristics (الخصائص المهيمنة)
How would you describe your organization? Distribute 100 points. (Now and Preferred)
A
The organization is a very personal place. It is like an extended family. People seem to share a lot of themselves.
___ pts
B
The organization is a very dynamic and entrepreneurial place. People are willing to stick their necks out and take risks.
___ pts
C
The organization is very results-oriented. A major concern is getting the job done. People are very competitive and achievement-oriented.
___ pts
D
The organization is a very controlled and structured place. Formal procedures generally govern what people do.
___ pts
Scenario 2: Organizational Leadership (القيادة التنظيمية)
What best describes the leadership in the organization? Distribute 100 points. (Now and Preferred)
A
The leadership is generally considered to exemplify mentoring, facilitating, or nurturing.
___ pts
B
The leadership is generally considered to exemplify entrepreneurship, innovation, or risk taking.
___ pts
C
The leadership is generally considered to exemplify a no-nonsense, aggressive, results-oriented focus.
___ pts
D
The leadership is generally considered to exemplify coordinating, organizing, or smooth-running efficiency.
___ pts
Scenario 3: Management of Employees (إدارة الموظفين)
What best describes how employees are managed? Distribute 100 points. (Now and Preferred)
A
The management style is characterized by teamwork, consensus, and participation.
___ pts
B
The management style is characterized by individual risk taking, innovation, freedom, and uniqueness.
___ pts
C
The management style is characterized by hard-driving competitiveness, high demands, and achievement.
___ pts
D
The management style is characterized by security of employment, conformity, predictability, and stability in relationships.
___ pts
Scenario 4: Organization Glue (رابط المؤسسة)
What holds the organization together? Distribute 100 points. (Now and Preferred)
A
The glue that holds the organization together is loyalty and mutual trust. Commitment to this organization runs high.
___ pts
B
The glue that holds the organization together is commitment to innovation and development. There is an emphasis on being on the cutting edge.
___ pts
C
The glue that holds the organization together is the emphasis on achievement and goal accomplishment.
___ pts
D
The glue that holds the organization together is formal rules and policies. Maintaining a smooth-running organization is important.
___ pts
Scenario 5: Strategic Emphases (التركيز الاستراتيجي)
What does the organization emphasize? Distribute 100 points. (Now and Preferred)
A
The organization emphasizes human development. High trust, openness, and participation persist.
___ pts
B
The organization emphasizes acquiring new resources and creating new challenges. Trying new things and prospecting for opportunities are valued.
___ pts
C
The organization emphasizes competitive actions and achievement. Hitting stretch targets and winning in the marketplace are dominant.
___ pts
D
The organization emphasizes permanence and stability. Efficiency, control, and smooth operations are important.
___ pts
Scenario 6: Criteria of Success (معايير النجاح)
How does the organization define success? Distribute 100 points. (Now and Preferred)
A
The organization defines success on the basis of the development of human resources, teamwork, employee commitment, and concern for people.
___ pts
B
The organization defines success on the basis of having the most unique or newest products. It is a product leader and innovator.
___ pts
C
The organization defines success on the basis of winning in the marketplace and outpacing the competition. Competitive market leadership is key.
___ pts
D
The organization defines success on the basis of efficiency. Dependable delivery, smooth scheduling, and low-cost production are critical.
___ pts
Part D: Demographic Questions
The following questions help us analyze results across different groups within OIA. Your responses are used for statistical purposes only and will not be used to identify you. Any group with fewer than 5 respondents will be combined with a larger group.
| Question | Response Options |
|---|
Which department do you work in?
في أي إدارة تعمل؟ |
Investment Operations
Corporate Finance
Strategy and Planning
Legal and Compliance
Human Resources
Information Technology
Corporate Communications
Risk Management
Internal Audit
CEO Office
Other
|
How long have you worked at OIA?
منذ متى وأنت تعمل في الهيئة؟ |
Less than 1 year
1 to 3 years
3 to 5 years
5 to 10 years
More than 10 years
|
What is your job level?
ما هو مستواك الوظيفي؟ |
Executive / C-Suite
Senior Management (Director, VP)
Middle Management (Manager, Sr. Manager)
Team Lead / Supervisor
Professional / Individual Contributor
Administrative / Support
|
Appendix: Response Scale Reference
Part A: Likert Scale (5-Point)
| Score | Label (English) | Label (Arabic) | Interpretation |
|---|
| 1 | Strongly Disagree | لا أوافق بشدة | Very unfavorable perception |
| 2 | Disagree | لا أوافق | Unfavorable perception |
| 3 | Neutral | محايد | Neither favorable nor unfavorable |
| 4 | Agree | أوافق | Favorable perception |
| 5 | Strongly Agree | أوافق بشدة | Very favorable perception |
Part C: Point Distribution
| Option | Culture Type | Characteristics |
|---|
| A | Clan (Collaborate) | Teamwork, mentoring, participation, loyalty, human development |
| B | Adhocracy (Create) | Innovation, risk-taking, entrepreneurship, agility, vision |
| C | Market (Compete) | Results-orientation, competition, achievement, market leadership |
| D | Hierarchy (Control) | Structure, efficiency, stability, formal procedures, predictability |
Scoring Notes
- Favorability: For Part A, scores of 4 and 5 are classified as "favorable." The favorability percentage represents the proportion of respondents who rated an item 4 or 5.
- Reverse-scored items: Questions marked with (R) are negatively worded. For analysis purposes, these scores are reversed so that higher scores consistently indicate a more positive perception.
- CVF scoring: For Part C, the average points allocated to each option (A, B, C, D) across all six scenarios determine the dominant culture type, for both current and desired states.
End of Document
Survey Instrument
Prepared by Talent Arabia for Oman Investment Authority
