Diagnosing And Changing Organizational Culture, Third Edition: Based On The Competing Values Framework

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.

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.

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.