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

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

Kim S. Cameron, Robert E. Quinn

ISBN: 978-1-118-04705-7

Jan 2011, Jossey-Bass

256 pages

Select type: E-Book

£27.99

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Description

Diagnosing and Changing Organizational Culture provides a framework, a sense-making tool, a set of systematic steps, and a methodology for helping managers and their organizations carefully analyze and alter their fundamental culture. Authors, Cameron and Quinn focus on the methods and mechanisms that are available to help managers and change agents transform the most fundamental elements of their organizations. The authors also provide instruments to help individuals guide the change process at the most basic level—culture. Diagnosing and Changing Organizational Culture offers a systematic strategy for internal or external change agents to facilitate foundational change that in turn makes it possible to support and supplement other kinds of change initiatives.
Preface.

Acknowledgments.

The Authors.

1. An Introduction to Changing Organizational Culture.

The Need to Manage Organizational Culture.

The Need for Culture Change.

The Power of Culture Change.

The Meaning of Organizational Culture.

Caveats.

2. The Organizational Culture Assessment Instrument.

Instructions for Diagnosing Organizational Culture.

Scoring the OCAI.

3. The Competing Values Framework.

The Value of Frameworks.

Development of the Competing Values Framework.

The Four Major Culture Types.

Applicability of the Competing Values Model.

Total Quality Management.

Human Resource Management Roles.

Culture Change over Time.

Culture Change in a Mature Organization.

Summary.

4. Constructing an Organizational Culture Profile.

Plotting a Profile.

Interpreting the Culture Profiles.

Summary.

5. Using the Framework to Diagnose and Change Organizational Culture.

Planning for Culture Change: An Example.

Steps for Designing an Organizational Culture Change Process.

Supplementing the OCAI Methodology.

6. Individual Change as a Key to Culture Change.

Critical Management Skills.

Personal Management Skills Profile.

Personal Improvement Agendas.

7. A Condensed Formula for Organizational Culture Change.

Appendix A: Organizational Culture Assessment Instrument (OCAI): Definition, Dimensions, Reliability, and Validity.

Appendix B: Psychometric Analyses of the Management Skills Assessment Instrument (MSAI).

Appendix C: Hints for Initiating Organizational Culture Change in Each Quadrant.

Appendix D: Suggestions for Improving Personal Management Competencies.

Appendix E: Forms for Plotting Profiles.

References and Suggested Reading.

Index.

  • Includes a new Introduction by the author. A complete revised edition will follow in 2007.
  • Online Instructor's Guide will be available upon publication (11/2005) at www.wiley.com\college\cameron
Special features include:
  • validated instruments for diagnosing organizational culture and management competency
  • a theoretical framework for understanding organizational culture
  • a systematic strategy and methodology for changing organizational culture and personal behavior.
  • workbook format to allow the student to complete the instruments and plot their own culture profile in the book itself as well as use it as a resource for leading a culture change process.