Diagnosing and Changing Organizational Culture Based on the Competing Values Framework

ISBN-10: 0201338718

ISBN-13: 9780201338713

Edition: 1998

Authors: Kim S. Cameron, Robert E. Quinn

List price: $40.00
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A new member of the renowned PH OD Series! The main purpose of this book is to help managers, change agents, and scholars to understand, diagnose, and facilitate the change of an organizations culture in order to enhance its effectiveness. Diagnosing and Changing Organizational Culture presents three forms of assistance: (1) validated instruments for diagnosing organizational culture and management competency, (2) a theoretical framework for understanding organizational culture, and (3) a systematic strategy and methodology for changing organizational culture and personal behavior. It is intended to be a workbook in the sense that an individual can complete the instruments and plot their own culture profile in the book itself, and use it as a resource for leading a culture change process.
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Book details

List price: $40.00
Copyright year: 1998
Publisher: John Wiley & Sons, Incorporated
Publication date: 4/15/2005
Binding: Paperback
Pages: 160
Size: 5.75" wide x 8.25" long x 0.75" tall
Weight: 0.594
Language: English

Robert E. Quinn (Ann Arbor, MI) is a professor at the University of Michigan and an expert on organizational behavior and human resource management issues. His books include Beyond Rational Management, Becoming a Master Manager, and Deep Change.

The Authors
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
The Organizational Culture Assessment Instrument
Instructions for Diagnosing Organizational Culture
Scoring the OCAI
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
Constructing an Organizational Culture Profile
Plotting a Profile
Interpreting the Culture Profiles
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
Individual Change as a Key to Culture Change
Critical Management Skills
Personal Management Skills Profile
Personal Improvement Agendas
A Condensed Formula for Organizational Culture Change
Organizational Culture Assessment Instrument (OCAI): Definition, Dimensions, Reliability, and Validity
Psychometric Analyses of the Management Skills Assessment Instrument (MSAI)
Hints for Initiating Organizational Culture Change in Each Quadrant
Suggestions for Improving Personal Management Competencies
Forms for Plotting Profiles
References and Suggested Reading
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