Diagnosing and Changing Organizational Culture

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.

Auteur

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.

Texte du rabat
DIAGNOSING AND CHANGING ORGANIZATIONAL CULTURE

THE THIRD EDITION of the best-selling book Diagnosing and Changing Organizational Culture offers a proven framework and methodology for helping managers and their organizations carefully analyze and alter their fundamental culture. This book contains validated instruments for diagnosing organizational culture and management competency, a theoretical framework for understanding organizational culture, and a systematic strategy for changing organizational culture and personal behavior. Designed to be a hands-on resource, the book includes a wealth of instruments that leaders can use to plot their organization's culture profile. Diagnosing and Changing Organizational Culture includes a management competency assessment instrument to help facilitate personal change in order to effectively support culture change. The book can also serve as an information source for explaining a robust framework of culture types. The Competing Values Framework is probably the most frequently applied framework in the world for assessing culture, and it has proved to be very useful to a variety of companies in clarifying the culture change process, as well as instigating significant managerial leadership improvement. Filled with new examples and a step-by-step formula for organizational change, this thoroughly revised third edition also contains a downloadable online version of the Management Skills Assessment Instrument and the Organizational Culture Assessment Instrument.

Résumé
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.

Contenu
Preface ix

Acknowledgments xv

The Authors xvii

1. An Introduction to Changing Organizational Culture 1

The Need to Manage Organizational Culture 2

The Need for Culture Change 9

The Power of Culture Change 14

The Meaning of Organizational Culture 18

Levels of Analysis 21

Caveats 23

2. The Organizational Culture Assessment Instrument 27

Instructions for Diagnosing Organizational Culture 28

Scoring the OCAI 33

3. The Competing Values Framework 35

The Value of Frameworks 35

Development of the Competing Values Framework 38

The Four Major Culture Types 41

Applicability of the Competing Values Model 51

Total Quality Management 56

Human Resource Management Roles 58

Corporate Missions and Visions 60

Culture Change over Time 64

Culture Change in a Mature Organization 68

Summary 70

4. Constructing an Organizational Culture Profile 73

Plotting a Profile 73

Interpreting the Culture Profiles 80

Summary 94

5. Using the Framework to Diagnose and Change Organizational Culture 95

Planning for Culture Change: An Example 97

Steps for Designing an Organizational Culture Change Process 101

Supplementing the OCAI Methodology 121

6. Individual Change as a Key to Culture Change 135

Critical Management Skills 136

Personal Management Skills Profile 141

Personal Improvement Agendas 151

7. A Condensed Formula for Organizational Culture Change 159

Diagnosis 160

Interpretation 161

Implementation 162

Summary 163

Appendix A: Organizational Culture Assessment Instrument: Definition, Dimensions, Reliability, and Validity 165

Appendix B: Psychometric Analyses of the Management Skills Assessment Instrument 185

Appendix C: Hints for Initiating Organizational Culture Change in Each Quadrant 209

Appendix D: Suggestions for Improving Personal Management Competencies 221

Appendix E: Forms for Plotting Profiles 247

References and Suggested Reading 253

Index 261