Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework

John Wiley & Sons, 7 janv. 2011 - 256 pages
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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.

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À propos de l'auteur (2011)

Kim S. Cameron is professor of management and organizationat the Ross School of Business at the University of Michigan andprofessor of higher education in the School of Education at theUniversity of Michigan.

Robert E. Quinn holds the Margaret Elliot TraceyCollegiate Professorship at the University of Michigan and serveson the organization and management faculty at the Ross School ofBusiness at the University of Michigan.

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