Diagnosing and Changing Organizational Culture

Diagnosing and Changing Organizational Culture : Based on the Competing Values Framework

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The Third Edition of this key resource provides a means of understanding and changing organizational culture in order to make organizations more effective. It provides validated instruments for diagnosing organizational culture and management competency; a theoretical framework (competing values) for understanding organizational culture; and a systematic strategy and methodology for changing organizational culture and personal behavior. New edition includes online versions of the MSAI and OCAI assessments and new discussions of the implications of national cultural profiles.show more

Product details

  • Paperback | 288 pages
  • 149.86 x 226.06 x 25.4mm | 340.19g
  • John Wiley and Sons Ltd
  • Jossey Bass Wiley
  • Chichester, United Kingdom
  • English
  • Revised
  • 3rd Revised edition
  • 0470650265
  • 9780470650264
  • 90,092

About Kim S. Cameron

Kim S. Cameron is William Russell Kelly Professor of Management and Organizations at the Ross School of Business, University of Michigan. Robert E. Quinn is Margaret Elliott Tracy Collegiate Professor in Business Administration and professor of management and organizations at the Ross School of Business, University of Michigan.show more

Back cover copy

The third edition of the best-selling book Diagnosing and Changing Organizational Culture offers a proven framework and methodology for helping managers and their organizations carefully analyze and alter their fundamental culture. This book contains validated instruments for diagnosing organizational culture and management competency, a theoretical framework for understanding organizational culture, and a systematic strategy for changing organizational culture and personal behavior. Designed to be a hands-on resource, the book includes a wealth of instruments that leaders can use to plot their organization's culture profile. Diagnosing and Changing Organizational Culture includes a management competency assessment instrument to help facilitate personal change in order to effectively support culture change. The book can also serve as an information source for explaining a robust framework of culture types. The Competing Values Framework is probably the most frequently applied framework in the world for assessing culture, and it has proved to be very useful to a variety of companies in clarifying the culture change process, as well as instigating significant managerial leadership improvement. Filled with new examples and a step-by-step formula for organizational change, this thoroughly revised third edition also contains a downloadable online version of the Management Skills Assessment Instrument and the Organizational Culture Assessment Instrument.show more

Table of contents

Preface ix Acknowledgments xv The Authors xvii 1. An Introduction to Changing Organizational Culture 1 The Need to Manage Organizational Culture 2 The Need for Culture Change 9 The Power of Culture Change 14 The Meaning of Organizational Culture 18 Levels of Analysis 21 Caveats 23 2. The Organizational Culture Assessment Instrument 27 Instructions for Diagnosing Organizational Culture 28 Scoring the OCAI 33 3. The Competing Values Framework 35 The Value of Frameworks 35 Development of the Competing Values Framework 38 The Four Major Culture Types 41 Applicability of the Competing Values Model 51 Total Quality Management 56 Human Resource Management Roles 58 Corporate Missions and Visions 60 Culture Change over Time 64 Culture Change in a Mature Organization 68 Summary 70 4. Constructing an Organizational Culture Profile 73 Plotting a Profile 73 Interpreting the Culture Profiles 80 Summary 94 5. Using the Framework to Diagnose and Change Organizational Culture 95 Planning for Culture Change: An Example 97 Steps for Designing an Organizational Culture Change Process 101 Supplementing the OCAI Methodology 121 6. Individual Change as a Key to Culture Change 135 Critical Management Skills 136 Personal Management Skills Profi le 141 Personal Improvement Agendas 151 7. A Condensed Formula for Organizational Culture Change 159 Diagnosis 160 Interpretation 161 Implementation 162 Summary 163 Appendix A: Organizational Culture Assessment 165 Instrument: Definition, Dimensions, Reliability, and Validity Appendix B: Psychometric Analyses of the 185 Management Skills Assessment Instrument Appendix C: Hints for Initiating Organizational 209 Culture Change in Each Quadrant Appendix D: Suggestions for Improving Personal 221 Management Competencies Appendix E: Forms for Plotting Profiles 247 References and Suggested Reading 253 Index 261show more

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188 ratings
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2 6% (11)
1 1% (1)
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