Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (Prentice Hall Organizational Development Series)

by Cameron, Kim S.; Quinn, Robert E.

• ISBN13: 9780201338713
• ISBN10: 0201338718
• Format: Paperback
• Copyright: 1998-01-01
• Publisher: Prentice Hall

Summary

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.

Author Biography

Kim S. Cameron is the Ford Motor Company/Richard E. Cook Professor of Management and Associate Dean in the Marriott School of Management at Brigham Young University. Robert E. Quinn holds the Margaret Elliot Tracy Collegiate Professorship at the University of Michigan and is a professor of Organizational Behavior in the School of Business.

Table of Contents

Chapter 1: An Introduction to Changing Organizational Culture	1	(17)
The Need to Manage Organizational Change	2	(4)
The Necessity of Culture Change	6	(4)
Illustrating the Power of Culture Change	10	(2)
Fig. 1.1: Comparison of GM's Fremont and NUMMI Plants	12	(2)
The Meaning of Organizational Culture	14	(4)
Caveats	16	(2)
Chapter 2: The Organizational Culture Assessment Instrument	18	(10)
Instructions for Diagnosing Organizational Culture	19	(1)
Fig. 2.1: The Organizational Culture Assessment Instrument--Current	20	(2)
Fig. 2.2: The Organizational Culture Assessment Instrument--Preferred	22	(3)
Fig. 2.3: An Example of How Culture Ratings Might Appear	25	(1)
Scoring the OCAI	25	(1)
Fig. 2.4: A Worksheet for Scoring the OCAI	26	(2)
Chapter 3: The Competing Values Framework	28	(27)
The Value of Frameworks	28	(2)
Development of the Competing Values Framework	30	(2)
Fig. 3.1: The Competing Values Framework	32	(1)
The Four Major Culture Types	33	(7)
The Applicability of the Competing Values Model	40	(1)
Fig. 3.2: The Competing Values of Leadership, Effectiveness, and Organizational Theory	41	(3)
Total Quality Management	44	(2)
Fig. 3.3: The Competing Values of Total Quality Management	46	(1)
Human Resource Management Roles	46	(1)
Fig. 3.4: The Competing Values Human Resource Management	46	(2)
Culture Change over Time	48	(2)
Fig. 3.5: The Life Cycle of Apple Computer	50	(1)
Culture Change in a Mature Organization	51	(1)
Fig. 3.6: The Culture Change of a Mature Organization	52	(3)
Chapter 4: Constructing an Organizational Culture Profile	55	(17)
The Purpose of the Profile	55	(1)
Plotting a Profile	55	(3)
Fig. 4.1: The Organizational Culture Profile	58	(2)
Fig. 4.2: Profiles for the Original Items on the OCAI	60	(1)
Fig. 4.3: Examples of Culture Profiles for Six Organizations	61	(1)
Interpreting the Culture Profiles	62	(4)
Fig. 4.4: An Average Culture Profile for More than 1000 Organizations	66	(1)
Fig. 4.5: An Average Profile for Each Item on the OCAI	67	(1)
Fig. 4.6: Average Culture Profiles for Different Industry Groups	68	(4)
Chapter 5: Using the Framework to Diagnose and Change Organizational Culture	72	(33)
An Example of Planning for Culture Change	73	(2)
Fig. 5.1: An Example of One Organization's Current Culture	75	(1)
Fig. 5.2: An Example of One Organization's Current versus Preferred Culture	76	(1)
Steps in Designing an Organizational Culture Change Process	77	(1)
Fig. 5.3: An Example of One Organization's "Means--Does Not Mean" Analysis	78	(4)
Fig. 5.4: The Organizational Culture Profile	82	(2)
Fig. 5.5: What the Culture Change Means and Does Not Mean	84	(3)
Fig. 5.6: Actions to Be Taken	87	(4)
Fig. 5.7: Xerox's Strategy for Implementing Culture Change	91	(1)
Summary	92	(1)
Supplementing the OCAI Methodology	93	(3)
Fig. 5.8: An Organization's Culture Profile in a Sample Company	96	(2)
Fig. 5.9: What Change Means and Does Not Mean in a Sample Company	98	(7)
Chapter 6: Individual Change as a Key to Culture Change	105	(21)
Critical Management Skills	106	(2)
Fig. 6.1: A Model of Critical Managerial Competencies	108	(2)
The Personal Management Skills Profile	110	(1)
Fig. 6.2: Managerial Information Summary	111	(3)
Fig. 6.3: Managerial Skills Profile	114	(2)
Fig. 6.4: Individual Question Feedback for the Clan Quadrant	116	(2)
Fig. 6.5: Profile of the Clan Quadrant Questions	118
Fig. 6.6: An Organizational Culture Profile	112	(8)
Personal Improvement Agendas	120	(6)
Chapter 7: A Condensed Formula for Organizational Culture Change	126	(4)
Diagnosis	126	(1)
Interpretation	127	(1)
Implementation	128	(2)
Appendix I: Definition, Dimension, Reliability, and Validity of the Organizational Culture Assessment Instrument (OCAI)	130	(16)
The Importance of Organizational Culture Assessment	131	(1)
Issues in Assessing Organizational Culture	132	(1)
Table 1A.1: The Two Main Disciplinary Foundations of Organizational Culture	133	(6)
The Reliability and Validity of the Organizational Culture Assessment Instrument	139	(4)
Fig. 1A.1 Multidimensional Scaling Results of the Competing Values Dimensions	143	(1)
A Note on the Response Scale	144	(2)
Appendix II: Psychometric Analyses of the Managerial Skills Instrument	146	(21)
The Within-Person D-Score	147	(2)
Characteristics of D-Scores	149	(1)
Results of the Analyses	149	(1)
Fig. A2.1: D-Score Correlations among Quadrants	150	(1)
Table A2-1: D-Score Correlations among Dimensions	151	(2)
The Management Skills Assessment Instrument	153	(14)
Managerial Behavior Self-Rating Form	154	(6)
Managerial Effectiveness Self-Rating Form	160	(2)
Importance Information	162	(2)
Demographic Information	164	(2)
Table A2.2: Managerial Competencies and Organizational Culture Types	166	(1)
Appendix III: Hints for Originating Organizational Culture Change in Each Quadrant	167	(14)
Market Culture	168	(3)
Adhocracy Culture	171	(3)
Clan Culture	174	(3)
Hierarchy Culture	177	(4)
Appendix IV: Suggestions for Improving Personal Management Competencies	181	(22)
Hierachies Quadrant	181	(5)
Market Quadrant	186	(5)
Clan Quadrant	191	(5)
Adhocracy Quadrant	196	(7)
Appendix V: Plotting Forms and Profiles	203	(6)
Fig. A5.1: The Organizational Culture Profile	204	(2)
Fig. A5.2: Management Skills Profile	206	(2)
Fig. A5.3: Profiles for Individual Items on the OCAI	208	(1)
References and Selected Readings	209	(7)
Index	216	(4)
Answer Sheet for Management Skills Assessment Inventory	220