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s set by a manager. Therefore, having a competitive organization trait in a team oriented environment can be very destructive towards meeting a particular team goal. 

The conventional culture also ranked high for Optio Software. According to the OCI description, 'a Conventional culture is descriptive of organizations that are conservative, traditional, and bureaucratically controlled. Members are expected to conform, follow the rules, and make a good impression.' Optio definitely has a mold they would like their employees to fit into. It is very recognizable that if an individual fits a particular mold, they will be put in situations where they will advance within the company. This is something I learned early on, when I witnessed an employee not as qualified as others, advance to the Optio Consulting group, which is similar to a corporate fraternity. This individual fit a particular mold that Optio prefers. In essence, fitting into Optio's cultural mold is more powerful than obtaining valuable skill sets. 

Finally, the Dependent culture also ranked high in the OCI results for Optio Software. According to the OCI descriptions, 'a dependent culture is descriptive of organizations that are hierarchically controlled and do not empower their members. Centralized decision making in such organizations leads members to do only what they are told and to clear all decisions with superiors.' 

I have witnessed this cultural trait though Optio's I/T management team. Although there are two Technical Support teams, which individual managers, most of the decision-making comes from the director of Information Technology, Mark Webb. Although Mark is the director of I/T, which encompasses a variety of support teams, consulting and various management teams; he is frequently, too involved in decision making for I/T Support Managers. At times, members of I/T Support forget that we have a manager, or view Mark as our manager because he makes most of the decisions. This prevents our manager, Rene Coney, from making managerial decisions. As the description of dependence mentions, Optio tends to be hierarchically controlled and does not empower its members.

TARGETS FOR CULTURAL CHANGE GRID 
OCI Norms Ideal 
Score Current 
Score Gap* 
Achievement 
78% 78% 0% 
Self-Actualizing 82% 70% 12% 
Humanistic 85% 75% 10% 
Affiliative 71% 47% 24% 

Approval 
27% 94% -67% 
Conventional 18% 92% -74% 
Dependent 24% 92% -68% 
Avoidance 27% 91% -64% 

Oppositional 
45% 56% -11% 
Power 30% 90.5% -65% 
Competitive 42% 92% -50% 
Perfectionist 25% 87% -62% 

According to the OCI results, the largest gaps and targets for cultural change at Optio Software is Approval, Dependence and Power. As mentioned above Approval is one of the highest cultural trends at Optio software. Since approval is so highly regarded at Optio Software, the corporate culture is not genuine. Employees perform and act the way they are expected to act in order to maintain employment. This environment results in high employee turnover. In addition, changes that would affect corporate culture are rarely invoked because employees are not motivated to help invoke change 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。