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

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John Wiley & Sons, Feb 10, 2011 - Business & Economics - 288 pages
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The Third Edition of this key resource provides a means of understanding and changing organizational culture in order to make organizations more effective. It provides validated instruments for diagnosing organizational culture and management competency; a theoretical framework (competing values) for understanding organizational culture; and a systematic strategy and methodology for changing organizational culture and personal behavior. New edition includes online versions of the MSAI and OCAI assessments and new discussions of the implications of national cultural profiles.
 

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Excelent book. This Handbook starts by making you understand the unique importance of culture within companies. It has a complete description of a very solid framework to comprehend Organizational Culture and a specific walkthrough for the process of changing the culture of any organization. Includes supported methodologies and techniques for diagnosing and acquiring consciousness for the need of change. 

Contents

Preface
AnIntroduction
The Organizational Culture Assessment
Chapter 3
of the Competing Values Model
Chapter 4
Usingthe Framework
Individual Change as a Key to Culture
A Condensed Formula for Organizational
Appendix
Hints for Initiating Organizational Culture Changein Each Quadrant
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About the author (2011)

Kim S. Cameron is William Russell Kelly Professor of Management and Organizations at the Ross School of Business, University of Michigan.

Robert E. Quinn is Margaret Elliott Tracy Collegiate Professor in Business Administration and professor of management and organizations at the Ross School of Business, University of Michigan.

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