Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (The Jossey-bass Business & Management Series)

"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."--Jacket The Jossey-Bass Business & Management Series Diagnosing and Changing Organizational Culture 6 Contents 8 Preface 10 Acknowledgments 14 The Authors 15 Chapter 1: AN INTRODUCTION TO CHANGING ORGANIZATIONAL CULTURE 18 The Need to Manage Organizational Culture 19 The Need for Culture Change 24 The Power of Culture Change 29 The Meaning of Organizational Culture 33 Caveats 36 Chapter 2: THE ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT 40 Instructions for Diagnosing Organizational Culture 41 Scoring the OCAI 42 Chapter 3: THE COMPETING VALUES FRAMEWORK 48 The Value of Frameworks 48 Development of the Competing Values Framework 50 The Four Major Culture Types 54 Applicability of the Competing Values Model 62 Total Quality Management 66 Human Resource Management Roles 68 Culture Change over Time 70 Culture Change in a Mature Organization 74 Summary 76 Chapter 4: CONSTRUCTING AN ORGANIZATIONAL CULTURE PROFILE 80 Plotting a Profile 80 Interpreting the Culture Profiles 86 Summary 98 Chapter 5: USING THE FRAMEWORK TO DIAGNOSE AND CHANGE ORGANIZATIONAL CULTURE 100 Planning for Culture Change: An Example 102 Steps for Designing an Organizational Culture Change Process 104 Supplementing the OCAI Methodology 122 Chapter 6: INDIVIDUAL CHANGE AS A KEY TO CULTURE CHANGE 134 Critical Management Skills 135 Personal Management Skills Profile 139 Personal Improvement Agendas 144 Chapter 7: A CONDENSED FORMULA FOR ORGANIZATIONAL CULTURE CHANGE 156 Appendix A: Organizational Culture Assessment Instrument (OCAI): Definition, Dimensions, Reliability, and Validity 160 Importance of Organizational Culture Assessment 161 Issues in Assessing Organizational Culture 162 Reliability and Validity of the OCAI 170 A Note on the Response Scale 177 Appendix B: Psychometric Analyses of the Management Skills Assessment Instrument ( MSAI) 180 The Within-Person D-Score 181 Characteristics of D-Scores 183 Results of the Analyses 184 Item Dimension Correlations 187 Appendix C: Hints for Initiating Organizational Culture Change in Each Quadrant 202 Appendix D: Suggestions for Improving Personal Management Competencies 214 Clan Quadrant 214 Adhocracy Quadrant 220 Market Quadrant 226 Hierarchy Quadrant 231 Appendix E: Forms for Plotting Profiles 238 References and Suggested Reading 244 Index 251 ISBN-13:,978-0787982836

Cameron and Quinn, both affiliated with the Ross School of Business at the University of Michigan, present a framework and a set of steps to help managers analyze and change their organizations' fundamental culture. They provide instruments for diagnosing organizational culture and for identifying key competencies needed to foster change. Suggestions are included for initiating culture change in four types of cultures: market, adhocracy, clan, and hierarchy cultures. Annotation ©2006 Book News, Inc., Portland, OR

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Helps managers, change agents, and scholars understand, diagnose, and facilitate transformation of an organization's culture. Provides a theoretical framework for understanding organizational culture, a systematic strategy and methodology for changing organizational culture and personal behavior, and instruments for diagnosing organizational culture and management competency. Instruments can be used to plot organizational culture, and material as a whole can be used as a resource for leading a culture change process. Annotation c. by Book News, Inc., Portland, Or.

No organization in the twenty-first century would boast about its constancy, sameness, or status quo compared to ten years ago. __Diagnosing and Changing Organizational Culture____Diagnosing and Changing Organizational Culture__