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

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Wiley, Dec 17, 2005 - Business & Economics - 256 pages
3 Reviews
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.

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

User Review  - Misty - Goodreads

Those that like analytics may appreciate Cameron & Quinn's approach to organizational change. Several good change tools, especially for leaders with a scientific disposition. Read full review

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

User Review  - David Dalka - Goodreads

Discusses GM Fremont plant improvement. Read full review

About the author (2005)

Kim S. Cameron is professor of management and organization at the Ross School of Business at the University of Michigan and professor of higher education in the School of Education at the University of Michigan.

Robert E. Quinn holds the Margaret Elliot Tracey Collegiate Professorship at the University of Michigan and serves on the organization and management faculty at the Ross School of Business at the University of Michigan.

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