Merger in land data handling, blending of cultures

Figures & data

Table 1. Q statements

Statement no.	Cultural attribute	Statement	Archetype culture
1	Staff climate	We depend on each other to complete a task. We share information and knowledge amongst us	Clan
2		In this organisation anyone who cannot follow or lead must get out of way	Market
3		We depend on improving standardised procedures which were established long ago. We therefore have low risk	Hierarchy
4		We break new grounds and seek for new opportunities all the time. We are willing to stick our necks out and take risks	Adhocracy
5	Communication	We have open and frank communication with our leaders. We are free to propose unconventional ideas for facing problems and opportunities, and to introduce conflicting opinions without fear of reprisal	Clan
6		We abide by and stick to planned procedures set for a particular goal or task at that particular moment. We do not oppose or raise conflicting opinions about either the task or goal or the procedure itself	Market
7		We are organised into departments according to our specialisation. Each level has a level higher that itself and must execute orders as given	Hierarchy
8		We are not structured and ordered by rules	Adhocracy
9	Bonding systems	We are held together by an emphasis on loyalty, cohesion and tradition. Commitment is very high in our organisation	Clan
10		We are held together by the emphasis on tasks and goal achievement. A production orientation is shared	Market
11		We are held together by formal rules, procedures and policies. We stick to procedures and rules which are based neither on individual authority nor on group participation	Hierarchy
12		We are held together by commitment to innovation, experimentation and development	Adhocracy
13	Leadership	Our leaders are mentors, facilitators and reflect parental figures. They expect us to understand for the sake of our future term	Clan
14		Our leaders are producers, and competitors, tough and demanding. They make sure we meet the stipulated goals and objectives	Market
15		Our leaders are co-ordinators, monitors, organisers and rule enforcers. They expect us to follow established rules, policies, and procedures	Hierarchy
16		Our leaders are innovators and risk takers. They expect us to take risks and be innovative	Adhocracy
17	Strategic emphases	Our emphasis is based on people development by investing in knowledge development and community building	Clan
18		Our organisation places its emphasis on achieving the measurable results and markets. Its focus is on productivity	Market
19		Our emphasis is on meeting standards and stability. Keeping things the same is important.	Hierarchy
20		Our emphasis is on creating new things, growth and acquiring new resources	Adhocracy
21	Change style	We review processes and goals, after a long period. The change is very slow	Clan
22		Our emphases are on pursuing continual adaptation and innovation – lead to fast change in the market, acquire and keep necessary external resources	Market
23		We incrementally change and improve the existing processes. We mind about consistency	Hierarchy
24		Our emphasis is on the transformation of resources	Adhocracy
25	Autonomy of individuals	Decision-making is not done by individuals but by all of us. Individuals have no right to decide for everybody	Clan
26		Decision-making is not done by anyone. Decisions are made by our directors. We have low independency	Market
27		We have a clear distinction between the lower ranks and the higher ranks. The lower offices execute decisions that are already set and cannot decide	Hierarchy
28		We are motivated by autonomy or independence. We guide ourselves and not all of us can have one approach to do things	Adhocracy
29	Standardisation of work processes	We rarely have any standardised work processes. In the case of a conflict we resolve it ourselves without seeking formal means	Clan
30		Sometimes we do have standardised work processes. We are good at listening and obeying instructions coming from our directors or supervisors	Market
31		We have clear lines of authority over processes. We are led by appropriate procedures, rules, policies, guidelines to execute the processes	Hierarchy
32		We have flexible processes that can be adjusted to suit the changing human needs. We are highly competent and like to do our own things in our own way	Adhocracy
33	Standardisation of professional training	Our professional training standardisation is very low	Clan
34		Our professional training is rarely standardised	Market
35		Sometimes our professional training is standardised but at times is not	Hierarchy
36		We have undertaken long and difficult standardised professional training	Adhocracy

Table 2. Q distribution table merger (total 36 cards)

Extremely bad for LA organisations1 card(−5)

Very bad2 cards(−4)

Rather bad3 cards(−3)

Slightly bad4 cards(−2)

A bit bad5 cards(−1)

Neutral6 cards(0)

A bit good5 cards(+1)

Slightly good4 cards(+2)

Rather good 3 cards (+3)

Very good 2 cards(+4)

Extremely good for LA organisations1 card(+5)

Table 3. Q factors for post- and pre-merger

Statement #	Average / standard deviation		Post-merger factors				Pre-merger cadastre factors				Pre-merger registration factors
			1	2	3	4	1	2	3	4	1	2	3	4
1	3.58	1.44	4	5	2	5	2	5	4	2	4	5	1	4
2	−2.25	1.54	−2	−2	−4	−2	1	−2	−3	−4	−3	−2	0	−4
3	−0.08	2.11	1	−3	0	−1	−1	−3	2	1	2	−3	3	1
4	−1.75	1.42	−2	−3	0	0	−2	−3	−2	0	−2	−3	−4	0
5	2.33	1.61	3	4	2	3	0	4	3	1	3	4	−1	2
6	−0.67	1.07	0	−2	0	−2	−1	−1	−1	0	−1	−1	2	−1
7	1.58	0.51	1	2	2	1	2	2	1	2	1	2	2	1
8	−2.67	1.87	−3	0	−5	−3	−2	0	−3	−5	−3	0	−3	−5
9	2.75	1.96	4	0	4	4	3	0	5	5	4	0	1	3
10	1.25	1.54	2	−1	1	3	2	−1	3	2	3	−1	1	1
11	0.83	1.99	2	1	1	−3	4	1	−1	0	−1	1	4	1
12	−0.58	1.24	−1	0	0	0	−2	0	0	0	0	0	−4	0
13	0.58	2.02	1	3	−1	2	−3	3	1	−2	0	3	1	−1
14	−1.33	1.83	−1	−4	−1	0	−2	−4	1	−1	1	−4	0	−1
15	2.67	1.72	3	4	3	−1	0	4	2	3	2	4	3	5
16	−3	1.91	−3	−5	−2	1	−4	−5	−2	−1	−2	−5	−5	−3
17	0.92	1.16	2	2	−1	2	0	2	1	−1	1	2	1	0
18	1.33	2.15	1	−1	1	4	2	−1	4	1	5	−1	−1	2
19	0.25	2.14	2	0	−2	−1	3	0	0	−2	0	0	5	−2
20	−0.5	1.09	−1	1	−2	0	0	1	−1	−1	−1	1	−1	−2
21	1.08	2.84	5	3	−3	−1	1	3	3	−3	2	3	3	−3
22	−0.33	2.06	−2	−2	1	3	−3	−2	2	1	2	−2	−2	0
23	1.25	2.18	0	−1	5	1	4	−1	0	3	1	−1	0	4
24	−0.75	1.29	0	−2	−1	1	0	−2	1	−2	1	−2	−2	−1
25	−2	1.65	−1	−4	0	−4	−1	−4	−2	0	−2	−4	−2	0
26	−1.5	1.98	−2	0	−1	−4	−3	1	−4	−1	−4	1	1	−2
27	−0.5	3.15	−4	2	3	−3	−1	1	−5	4	−5	1	−1	2
28	0.75	1.22	0	1	2	0	0	2	−1	2	−1	2	0	2
29	−2.25	1.48	−5	−1	−3	0	−1	−1	−4	−3	−3	−1	−2	−3
30	0.33	0.78	0	0	1	2	−1	0	0	1	0	0	0	1
31	1.58	2.11	1	−1	3	2	3	−2	2	3	3	−2	4	3
32	−0.08	1.08	−1	1	0	1	1	0	0	0	0	0	−3	0
33	−1.67	2.93	−4	3	−4	−2	−4	3	−2	−4	−2	3	−3	−4
34	−1.58	2.43	−3	2	−3	−1	−5	2	−3	−3	−4	2	−1	−2
35	−0.5	1.17	0	0	−2	−2	1	1	−1	−2	−1	1	0	−1
36	0.58	3.40	3	−3	4	−5	5	−3	0	4	0	−3	2	3

Table 4.1. Interpretation of post-merger values

	Post-merger factors
Characteristic	1	2	3	4
Characteristic extreme statement +5	We review processes and goals, after a long period. The change is very slow (clan – change style)	We depend on each other to complete a task. We share information and knowledge amongst us (clan – staff climate)	We incrementally change and improve the existing processes. We mind about consistency (hierarchy – change style)	We review processes and goals, after a long period. The change is very slow (clan – change style)
Characteristic extreme statement −5	We rarely have any standardised work processes. In the case of a conflict we resolve it ourselves without seeking formal means (clan – standardisation)	Our leaders are innovators and risk takers. They expect us to take risks and be innovative (adhocracy – leadership)	We are not structured and ordered by rules (adhocracy – communication)	We have undertaken long and difficult standardised professional training (adhocracy – professionalisation)
Distinguishing unique statement (at least 2 point different from others; or only positive or negative)	Our emphasis is on meeting standards and stability. Keeping things the same is important. (hierarchy – strategic emphasis +2)	Our professional training standardisation is very low (clan – professionalisation +3)	Our emphasis is based on people development by investing in knowledge development and community-building (clan – strategic emphasis −1)	Our leaders are co-ordinators, monitors, organisers and rule enforcers. They expect us to follow established rules, policies, and procedures – (hierarchy leadership −1)
Factor interpretation
‘Hero’	Conserver	Peer-worker	Ruler	Conserver
‘Villain’	External influencer	Risk taker	Chaotic	Ad hoc manager
Dominant orientation	Clan – conservative	Clan – participative	Hierarchy – top-down	Hierarchy - conservative

Table 4.2. Interpretation of pre-merger cadastre values

	Pre-merger cadastre factors
Characteristic	1	2	3	4
Characteristic extreme statement +5	We have undertaken long and difficult standardised professional training (adhocracy – professionalisation)	We depend on each other to complete a task. We share information and knowledge amongst us (clan – staff climate)	We are held together by an emphasis on loyalty, cohesion and tradition. Commitment is very high in our organisation (clan – bonding)	We are held together by an emphasis on loyalty, cohesion and tradition. Commitment is very high in our organisation (clan – bonding)
Characteristic extreme statement −5	Our professional training is rarely standardised (market – professionalisation)	Our leaders are innovators and risk takers. They expect us to take risks and be innovative (adhocracy – leadership)	We have a clear distinction between the lower ranks and the higher ranks. The lower offices execute decisions that are already set and cannot decide (hierarchy – autonomy)	We are not structured and ordered by rules (adhocracy – communication)
Distinguishing unique statement (at least 2 point different from others; or only positive or negative)	Our emphasis is on meeting standards and stability. Keeping things the same is important. (hierarchy – strategic emphasis +3)	Our professional training standardisation is very low (clan – professionalisation +3	We are not structured and ordered by rules (adhocracy – rules +3)	We review processes and goals, after a long period. The change is very slow (clan – change −3)
Factor interpretation
‘Hero’	Professional	Peer-worker	Egalitarian	Peer-worker
‘Villain’	Opportunist	Risk taker	Ruler	Independent / autonomous worker
Dominant orientation	Hierarchy – technocrat	Clan – participative	Clan – egalitarian	Clan – entrepreneur

Table 4.3. Interpretation of pre-merger registration agency values

	Pre-merger registration factors
Characteristic	1	2	3	4
Characteristic extreme statement +5	Our organisation places its emphasis on achieving the measurable results and markets. Its focus is on productivity (market – strategic emphasis)	We depend on each other to complete a task. We share information and knowledge amongst us (clan – staff climate)	Our emphasis is on meeting standards and stability. Keeping things the same is important (hierarchy – strategic emphasis)	Our leaders are co-ordinators, monitors, organisers and rule enforcers. They expect us to follow established rules, policies and procedures (hierarchy – leadership)
Characteristic extreme statement −5	We have a clear distinction between the lower ranks and the higher ranks. The lower offices execute decisions that are already set and cannot decide (hierarchy – autonomy)	Our leaders are innovators and risk takers. They expect us to take risks and be innovative (adhocracy – leadership)	Our leaders are innovators and risk takers. They expect us to take risks and be innovative (adhocracy – leadership)	We are not structured and ordered by rules (adhocracy – communication)
Distinguishing unique statement (at least 2 point different from others; or only positive or negative)	Our emphasis is on the transformation of resources (adhocracy – change style +1)	We depend on improving standardised procedures which were established long ago. We therefore have low risk (−3)	We are held together by commitment to innovation, experimentation and development (adhocracy – bonding −4)	We review processes and goals, after a long period. The change is very slow (clan – change style −3)
Factor interpretation
‘Hero’	Customiser	Peer	Conservative	Coordinator
‘Villain’	Single ruler	Risk takers	Risk takers	Improviser
Dominant orientation	Market – profits and customisation	Clan – infocracy	Hierarchy – conservative	Hierarchy – pragmatist