MTU Library Catalogue

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Diagnosing and changing organizational culture : based on the competing values framework / Kim S. Cameron, Robert E. Quinn.

By: Cameron, Kim S.
Contributor(s): Quinn, Robert E.
Material type: materialTypeLabelBookPublisher: Reading, Mass. Harlow : Addison-Wesley, 1998Description: xviii, 221 p. : ill. ; 21 cm.ISBN: 0201338718; 9780201338713.Subject(s): Corporate culture | Organizational change | Research & development management | Business strategy | Organizational theory & behaviour | SocietyDDC classification: 658.406 CAM

Enhanced descriptions from Syndetics:

This book's main purpose is to help readers to diagnose and facilitate the change of an organisation's culture in order to enhance its effectiveness. Using the workbook, individuals can complete the instruments provided and plot their own culture profile, and lead a culture change process.

Includes bibliographical references and index.

Table of contents provided by Syndetics

  • 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
  • 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
  • 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
  • Appendix A Organizational Culture Assessment Instrument (OCAI): Definition, Dimensions, Reliability, and Validity
  • Appendix B Psychometric Analyses of the Management Skills Assessment Instrument (MSAI)
  • 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

Author notes provided by Syndetics

Robert E. Quinn (Ann Arbor, MI) is a professor at the University of Michigan and an expert on organizational behavior and human resource management issues. His books include Beyond Rational Management, Becoming a Master Manager, and Deep Change.

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