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



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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


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.

Author Biography

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.

Table of Contents

Prefacep. ix
Acknowledgmentsp. xv
The Authorsp. xvii
An Introduction to Changing Organizational Culturep. 1
The Need to Manage Organizational Culturep. 2
The Need for Culture Changep. 9
The Power of Culture Changep. 14
The Meaning of Organizational Culturep. 18
Levels of Analysisp. 21
Caveatsp. 23
The Organizational Culture Assessment Instrumentp. 27
Instructions for Diagnosing Organizational Culturep. 28
Scoring the OCAIp. 33
The Competing Values Frameworkp. 35
The Value of Frameworksp. 35
Development of the Competing Values Frameworkp. 38
The Four Major Culture Typesp. 41
Applicability of the Competing Values Modelp. 51
Total Quality Managementp. 56
Human Resource Management Rolesp. 58
Corporate Missions and Visionsp. 60
Culture Change over Timep. 64
Culture Change in a Mature Organizationp. 68
Summaryp. 70
Constructing an Organizational Culture Profilep. 73
Plotting a Profilep. 73
Interpreting the Culture Profilesp. 80
Summaryp. 94
Using the Framework to Diagnose and Change Organizational Culturep. 95
Planning for Culture Change: An Examplep. 97
Steps for Designing an Organizational Culture Change Processp. 101
Supplementing the OCAI Methodologyp. 121
Individual Change as a Key to Culture Changep. 135
Critical Management Skillsp. 136
Personal Management Skills Profilep. 141
Personal Improvement Agendasp. 151
A Condensed Formula for Organizational Culture Changep. 159
Diagnosisp. 160
Interpretationp. 161
Implementationp. 162
Summaryp. 163
Organizational Culture Assessment Instrument: Definition, Dimensions, Reliability, and Validityp. 165
Psychometric Analyses of the Management Skills Assessment Instrumentp. 185
Hints for Initiating Organizational Culture Change in Each Quadrantp. 209
Suggestions for Improving Personal Management Competenciesp. 221
Forms for Plotting Profilesp. 247
References and Suggested Readingp. 253
Indexp. 261
Table of Contents provided by Ingram. All Rights Reserved.

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