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

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John Wiley & Sons, Jan 7, 2011 - Business & Economics - 256 pages
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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The Need to Manage Organizational Culture
The Need for Culture Change
The Power of Culture Change
The Meaning of Organizational Culture
Instructions for Diagnosing Organizational Culture
Scoring the OCAI
The Value of Frameworks
Issues in Assessing Organizational Culture
Reliability and Validity of the OCAI
A Note on the Response Scale
The WithinPerson DScore
Characteristics of DScores
Item Dimension Correlations
Clan Quadrant
Adhocracy Quadrant

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
Plotting a Profile
Interpreting the Culture Profiles
An Example
Steps for Designing an Organizational Culture Change Process
Supplementing the OCAI Methodology
Critical Management Skills
Personal Management Skills Profile
Personal Improvement Agendas
Importance of Organizational Culture Assessment
Market Quadrant
Hierarchy Quadrant

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About the author (2011)

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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