Organizational Culture Type Assessment Questionnaire Test

Managers, team members, and organizational observers can use the Organizational Culture Type Assessment Questionnaire Test to examine how authority, responsibility, cooperation, and work priorities appear in a workplace. An organizational culture assessment can clarify the patterns shaping decisions, relationships, and responses to change. It is intended for reflective use when interpreting a profile of organizational tendencies.

What This Assessment Measures

Questions address authority, roles, decisions, conflict, cooperation, motivation, information flow, and reactions to the environment. The profile from this organizational culture questionnaire shows which tendencies are most pronounced:

• Person Culture: 0–15 — measures individual goals, professional cooperation, resource access, and coordinating leadership; Low personal culture (0–5), Moderate personal culture (6–10), High personal culture (11–15).
• Task Culture: 0–15 — measures expertise, project completion, cooperation, flexibility, and rapid response; Low task focus (0–5), Moderate task focus (6–10), High task focus (11–15).
• Role Culture: 0–15 — measures defined duties, hierarchy, rules, predictability, and order; Low role orientation (0–5), Moderate role orientation (6–10), High role orientation (11–15).
• Power Culture: 0–15 — measures dominant leadership, loyalty, hierarchy, resource control, and swift decisions; Low power culture (0–5), Moderate power culture (6–10), High power culture (11–15).

Methodology and Evidence Base

Each item presents four descriptions of organizational behavior, and the respondent chooses the option that best fits the situation. Answers are combined into four scale scores; the questionnaire does not state how many points each response contributes, so the profile should be interpreted as displayed rather than reverse-engineered.

The online questionnaire is conceptually consistent with the Harrison–Handy framework but is not an adaptation of the published questionnaire. Harrison and Stokes’ Diagnosing Organizational Culture describes the framework, while Wudarzewski’s validation study concerns the published Harrison and Handy questionnaire and does not validate or establish norms for this online version.

Interpretation is strongest when answers refer to a defined organization and readers consider differences between departments or leadership levels.

Because this is self-report, scores may shift with perspective, current events, and knowledge of informal practices. The profile is therefore a structured reflection on organizational dynamics rather than a diagnosis; interviews, observation, and broader organizational evidence can add context, while an organizational culture types framework can help organize that reflection.