Salīdzināt metodes

	Organizational Culture Assessment in Public Sector	Balansētās rezultātu kartes veiktspējas mērīšana
Nozare	Public Administration	Stratēģiskā vadība
Saime	Process / pipeline	Process / pipeline
Izcelsmes gads	2011	1992
Autors	Kim S. Cameron & Robert E. Quinn	Robert S. Kaplan and David P. Norton
Tips	Survey-based organizational culture diagnostic scale	Organizational performance measurement and management system
Pirmavots	Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (3rd ed.). San Francisco: Jossey-Bass. ISBN: 9780470650264	Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard: Measures that drive performance. Harvard Business Review, 70(1), 71–79.
Citi nosaukumi	Public Sector OCAI, Competing Values Culture Assessment, Public Organizational Culture Diagnosis, Culture Profiling in Government	BSC, Balanced Scorecard Framework, Kaplan-Norton Scorecard
Saistītās	3	5
Kopsavilkums	Organizational culture assessment in the public sector is a structured, survey-based method for diagnosing the dominant values, beliefs and operating assumptions of a government agency or public organization. The most widely used instrument is the Organizational Culture Assessment Instrument (OCAI), grounded in Kim Cameron and Robert Quinn's Competing Values Framework, which maps culture onto two axes — internal versus external focus, and flexibility versus stability — yielding four culture types: clan, adhocracy, market and hierarchy. Respondents rate their organization on each type for both its current and preferred states, producing a culture profile that supports diagnosis and planned change. In public administration the method is adapted to capture the bureaucratic, mission-driven and accountability-laden character of government work.	The Balanced Scorecard (BSC) is a strategic management system that translates organizational strategy into a coherent set of performance measures across four perspectives: Financial, Customer, Internal Process, and Learning and Growth. Developed by Kaplan and Norton (1992) in Harvard Business Review, the BSC addresses a fundamental management gap: most organizations measure what is easy to measure (financial results) while neglecting what drives results (customer satisfaction, operational efficiency, employee capability). By balancing financial outcomes with non-financial drivers, the BSC enables organizations to understand and manage strategy execution, identify causal relationships between performance drivers, and align organizational actions with strategic objectives.