Ego State Analysis
- Submitted by: vaneet
- Views: 1036
- Category: Other
- Date Submitted: 01/10/2011 02:29 AM
- Pages: 2
- Report this Essay
ABSTRACT
This Paper tests a model of effect of Ego States of the individuals on the culture of the organization and the resulting implications for Organizational Development. This topic is related to Transactional Analysis and Organization Culture. The 76 respondents represented 12 manufacturing units of a Large Textile Organization based in India. There are two instruments used in this study : Cameron and Quinn’s 1999 OCAI measured four types of organizational culture ( Clan , Adhocracy, Market and Hierarchy ) and Bob Avery’s Ego State Analysis Questionnaire. Results from the study show that Clan culture is positively co-related with Nurturing Parent , Adhocracy culture is positively co-related with Free Child Ego State , Market Culture is positively co-related with Adult Ego State and Hierarchy culture is positively co-related to Critical Parent.
Introduction
Organizational Development & Change efforts in last two decades have focused on the intangible Capital of the organizations. Culture is one of those intangible which has remained a mystery for most of the researchers . Hofstede (2001), defines organizational culture as the collective programming of the mind that distinguishes the members of one organization from another. Schein (2004) defines organizational culture as a pattern of shared basic assumptions that was learned by the organization as it solved its problems of external adaptation and internal integration that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems. Most of the researchers agree that Culture is one of the forces which provide identity to the members, serves as the criteria for decisions, actions in the organization. (Cameron , 1986 ; O’Reilly & Chatman, 1996; Schein, 1996). Competing Value framework was developed in the early 1980s as a result of studies of organizational effectiveness (Quinn & Rohrbaugh,...
This Paper tests a model of effect of Ego States of the individuals on the culture of the organization and the resulting implications for Organizational Development. This topic is related to Transactional Analysis and Organization Culture. The 76 respondents represented 12 manufacturing units of a Large Textile Organization based in India. There are two instruments used in this study : Cameron and Quinn’s 1999 OCAI measured four types of organizational culture ( Clan , Adhocracy, Market and Hierarchy ) and Bob Avery’s Ego State Analysis Questionnaire. Results from the study show that Clan culture is positively co-related with Nurturing Parent , Adhocracy culture is positively co-related with Free Child Ego State , Market Culture is positively co-related with Adult Ego State and Hierarchy culture is positively co-related to Critical Parent.
Introduction
Organizational Development & Change efforts in last two decades have focused on the intangible Capital of the organizations. Culture is one of those intangible which has remained a mystery for most of the researchers . Hofstede (2001), defines organizational culture as the collective programming of the mind that distinguishes the members of one organization from another. Schein (2004) defines organizational culture as a pattern of shared basic assumptions that was learned by the organization as it solved its problems of external adaptation and internal integration that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems. Most of the researchers agree that Culture is one of the forces which provide identity to the members, serves as the criteria for decisions, actions in the organization. (Cameron , 1986 ; O’Reilly & Chatman, 1996; Schein, 1996). Competing Value framework was developed in the early 1980s as a result of studies of organizational effectiveness (Quinn & Rohrbaugh,...