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Preface | p. ix |
Acknowledgments | p. xv |
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 |
Caveats | p. 23 |
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 |
Summary | p. 70 |
Constructing an Organizational Culture Profile | p. 73 |
Plotting a Profile | p. 73 |
Interpreting the Culture Profiles | p. 80 |
Summary | p. 94 |
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 |
Diagnosis | p. 160 |
Interpretation | p. 161 |
Implementation | p. 162 |
Summary | p. 163 |
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 |
Index | p. 261 |
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