Diagnosing and Changing Organizational Culture: Based on the Competing Values FrameworkJohn Wiley & Sons, 7 janv. 2011 - 256 pages 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. |
Table des matières
Caveats | |
Instructions for Diagnosing Organizational Culture | |
Scoring the OCAI | |
The Value of Frameworks | |
Issues in Assessing Organizational Culture | |
Reliability and Validity of the OCAI | |
A Note on the Response Scale | |
The WithinPerson DScore | |
Characteristics of DScores | |
Item Dimension Correlations | |
Clan Quadrant | |
Adhocracy Quadrant | |
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 | |
Plotting a Profile | |
Interpreting the Culture Profiles | |
Summary | |
An Example | |
Steps for Designing an Organizational Culture Change Process | |
Supplementing the OCAI Methodology | |
Critical Management Skills | |
Personal Management Skills Profile | |
Personal Improvement Agendas | |
Importance of Organizational Culture Assessment | |
Autres éditions - Tout afficher
Diagnosing and Changing Organizational Culture: Based on the Competing ... Kim S. Cameron,Robert E. Quinn Aucun aperçu disponible - 2005 |
Diagnosing and Changing Organizational Culture: Based on the Competing ... Kim S. Cameron,Robert E. Quinn Aucun aperçu disponible - 2005 |
Expressions et termes fréquents
360-degree feedback adhocracy culture adhocracy quadrant Apple Computer approach associated attributes average behavior Cameron change agents characterized Chevrolet Nova clan culture clan quadrant Competing Values Framework competitive competitors Con-Agra congruence core correlations create Culture Assessment Instrument culture change process culture plot culture types customers D-Score diagnose dimensions discriminant validity dominant downsizing emphasize employees environment Ettington example facilitate feedback report Figure firms focus future culture hierarchy culture identify implemented important improvement individuals innovation management skills management team managerial competencies market culture measure methodology MSAI multidimensional scaling OCAI organization members organization’s culture Organizational Culture Assessment organizational culture change organizational culture profile organizational effectiveness orientation Pareto charting participation percent perspectives preferred culture Quinn ratings reached consensus reliability response scores steps strategy subordinates subunit success team members total quality management Toyota Corolla undiscussable issues unit validity vision