Cameron / Quinn Diagnosing and Changing Organizational Culture

Based on the Competing Values Framework, Revised Edition
2. Revised Auflage 2011
ISBN: 978-1-118-04705-7
Verlag: John Wiley & Sons
Format: EPUB
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 256 Seiten, E-Book

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.

Autoren/Hrsg.

Cameron, Kim S.

Quinn, Robert E.

Inhaltsverzeichnis

Preface.
Acknowledgments.
The Authors.
1. An Introduction to Changing OrganizationalCulture.
The Need to Manage Organizational Culture.
The Need for Culture Change.
The Power of Culture Change.
The Meaning of Organizational Culture.
Caveats.
2. The Organizational Culture Assessment Instrument.
Instructions for Diagnosing Organizational Culture.
Scoring the OCAI.
3. 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.
Summary.
4. Constructing an Organizational Culture Profile.
Plotting a Profile.
Interpreting the Culture Profiles.
Summary.
5. Using the Framework to Diagnose and Change OrganizationalCulture.
Planning for Culture Change: An Example.
Steps for Designing an Organizational Culture ChangeProcess.
Supplementing the OCAI Methodology.
6. Individual Change as a Key to Culture Change.
Critical Management Skills.
Personal Management Skills Profile.
Personal Improvement Agendas.
7. A Condensed Formula for Organizational CultureChange.
Appendix A: Organizational Culture Assessment Instrument (OCAI):Definition, Dimensions, Reliability, and Validity.
Appendix B: Psychometric Analyses of the Management SkillsAssessment Instrument (MSAI).
Appendix C: Hints for Initiating Organizational Culture Changein Each Quadrant.
Appendix D: Suggestions for Improving Personal ManagementCompetencies.
Appendix E: Forms for Plotting Profiles.
References and Suggested Reading.
Index.

Über Autor(innen)

Kim S. Cameron is professor of management and organizationat the Ross School of Business at the University of Michigan andprofessor of higher education in the School of Education at theUniversity of Michigan.
Robert E. Quinn holds the Margaret Elliot TraceyCollegiate Professorship at the University of Michigan and serveson the organization and management faculty at the Ross School ofBusiness at the University of Michigan.