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
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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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I have used this book as a resource in combining an OCAI with a Stakeholder Analysis and SWOT Analysis as a means of moving a group toward change. It is best read and used right after the reading. I referred back to it many times as I became more used to the instrument described in the book. Hard to get the forms to do the task but there is help at OCAI-online.com
This book and tool are best used to stimulate discussion and then subsequent action on the part of the group being assessed. (arsttn@gmail.com)

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This was my first introduction to the competing values framework. The book goes in great detail to explain the paradigms of politics, context and substance, as also the premise and practice of the Adhocracy Culture in project based organisations. I have read several books on organisational culture, what it involves, how to intervene, what to look out for and so on, although, most such works seem to somewhat romanticise with the idea of company rituals and dispositions. I found that in this book, although there are mentions and references that still provide the much desirable judgemental views of the authors, but such judgements are articulated much more objectively, if compared to many others. 

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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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