Kim S. Cameron, Robert E. Quinn

Diagnosing and Changing Organizational Culture (eBook, PDF)

Based on the Competing Values Framework

• Format: PDF

Produktbeschreibung

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.

---

Dieser Download kann aus rechtlichen Gründen nur mit Rechnungsadresse in A, B, BG, CY, CZ, D, DK, EW, E, FIN, F, GR, HR, H, IRL, I, LT, L, LR, M, NL, PL, P, R, S, SLO, SK ausgeliefert werden.

Produktdetails

• Verlag: John Wiley & Sons
• Seitenzahl: 288
• Erscheinungstermin: 11. Februar 2011
• Englisch
• ISBN-13: 9781118003305
• Artikelnr.: 38398548

Autorenporträt

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.

Inhaltsangabe

Preface. Acknowledgments. The Authors. 1 An Introduction to Changing
Organizational Culture. The Need to Manage Organizational Culture. The Need
for Culture Change. The Power of Culture Change. The Meaning of
Organizational Culture. Levels of Analysis. Caveats. 2 The Organizational
Culture Assessment Instrument. Instructions for Diagnosing Organizational
Culture. Scoring the OCAI. 3 The Competing Values Framework. The Value of
Frameworks. Development of the Competing Values Framework. The Four Major
Culture Types. Applicability of the Competing Values Model. Total Quality
Management. Human Resource Management Roles. Corporate Missions and
Visions. Culture Change over Time. Culture Change in a Mature Organization.
Summary. 4 Constructing an Organizational Culture Profile. Plotting a
Profile. Interpreting the Culture Profiles. Summary. 5 Using the Framework
to Diagnose and Change Organizational Culture. Planning for Culture Change:
An Example. Steps for Designing an Organizational Culture Change Process.
Supplementing the OCAI Methodology. 6 Individual Change as a Key to Culture
Change. Critical Management Skills. Personal Management Skills Profile.
Personal Improvement Agendas. 7 A Condensed Formula for Organizational
Culture Change. Diagnosis. Interpretation. Implementation. Summary.
Appendix A: Organizational Culture Assessment Instrument: Definition,
Dimensions, Reliability, and Validity. Appendix B: Psychometric Analyses of
the Management Skills Assessment Instrument. Appendix C: Hints for
Initiating Organizational Culture Change in Each Quadrant. Appendix D:
Suggestions for Improving Personal Management Competencies. Appendix E:
Forms for Plotting Profiles. References and Suggested Reading. Index.