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1556870 Cameron, Kim S.; Quinn, Robert E.:
Diagnosing and Changing Organizational Culture
 Based on the Competing Values Framework
 Preis:   € 39,90

Einband: Pb
Auflage: 1. Auflage
Verlag: John Wiley & Sons
Erscheinungsdatum: 01/2006
Seiten: 256 S.

ISBN-10: 0-7879-8283-0   
ISBN-13: 978-0-7879-8283-6

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Beschreibung
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.
In Diagnosing and Changing Organizational Culture, the authors
* Discuss the importance of understanding organizational culture and its place in facilitating or inhibiting organizational improvement efforts
* Provide an instrument for diagnosing organizational culture and include instructions for how to complete and score the instrument
* Illustrate how organizations have designed a strategy to change their current culture to better match their preferred culture
* Focus on the personal change needed to support and facilitate culture change
* Provide an instrument that helps managers identify the key competencies they will need to develop or improve in order to foster organizational culture change
* Include suggestions for initiating culture change in each of four types of cultures-market culture, adhocracy culture, clan culture, and hierarchy culture
* Offer lists of suggestions for improving management skills and competencies
Inhalt
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.
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