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What version or edition is this?
This is the 3rd edition with a publication date of 3/29/2011.
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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.
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
|The Authors||p. xvii|
|An Introduction to Changing Organizational Culture||p. 1|
|The Need to Manage Organizational Culture||p. 2|
|The Need for Culture Change||p. 9|
|The Power of Culture Change||p. 14|
|The Meaning of Organizational Culture||p. 18|
|Levels of Analysis||p. 21|
|The Organizational Culture Assessment Instrument||p. 27|
|Instructions for Diagnosing Organizational Culture||p. 28|
|Scoring the OCAI||p. 33|
|The Competing Values Framework||p. 35|
|The Value of Frameworks||p. 35|
|Development of the Competing Values Framework||p. 38|
|The Four Major Culture Types||p. 41|
|Applicability of the Competing Values Model||p. 51|
|Total Quality Management||p. 56|
|Human Resource Management Roles||p. 58|
|Corporate Missions and Visions||p. 60|
|Culture Change over Time||p. 64|
|Culture Change in a Mature Organization||p. 68|
|Constructing an Organizational Culture Profile||p. 73|
|Plotting a Profile||p. 73|
|Interpreting the Culture Profiles||p. 80|
|Using the Framework to Diagnose and Change Organizational Culture||p. 95|
|Planning for Culture Change: An Example||p. 97|
|Steps for Designing an Organizational Culture Change Process||p. 101|
|Supplementing the OCAI Methodology||p. 121|
|Individual Change as a Key to Culture Change||p. 135|
|Critical Management Skills||p. 136|
|Personal Management Skills Profile||p. 141|
|Personal Improvement Agendas||p. 151|
|A Condensed Formula for Organizational Culture Change||p. 159|
|Organizational Culture Assessment Instrument: Definition, Dimensions, Reliability, and Validity||p. 165|
|Psychometric Analyses of the Management Skills Assessment Instrument||p. 185|
|Hints for Initiating Organizational Culture Change in Each Quadrant||p. 209|
|Suggestions for Improving Personal Management Competencies||p. 221|
|Forms for Plotting Profiles||p. 247|
|References and Suggested Reading||p. 253|
|Table of Contents provided by Ingram. All Rights Reserved.|