Diagnosing and Changing Organizational Culture: Based on the Competing Values FrameworkJohn Wiley & Sons, 10 févr. 2011 - 288 pages The Third Edition of this key resource provides a means of understanding and changing organizational culture in order to make organizations more effective. It provides validated instruments for diagnosing organizational culture and management competency; a theoretical framework (competing values) for understanding organizational culture; and a systematic strategy and methodology for changing organizational culture and personal behavior. New edition includes online versions of the MSAI and OCAI assessments and new discussions of the implications of national cultural profiles. |
Table des matières
| 1 | |
The Organizational Culture Assessment Instrument | 27 |
The Competing Values Framework | 35 |
Constructing an Organizational Culture Profile | 73 |
Using the Framework to Diagnose and Change | 95 |
Individual Change as a Key to Culture Change | 135 |
A Condensed Formula for Organizational | 159 |
Organizational Culture Assessment | 165 |
Psychometric Analyses of the | 185 |
Hints for Initiating Organizational | 209 |
Forms for Plotting Profiles | 247 |
| 261 | |
| 262 | |
Autres éditions - Tout afficher
Diagnosing and Changing Organizational Culture: Based on the Competing ... Kim S. Cameron Aucun aperçu disponible - 2017 |
Expressions et termes fréquents
accomplish achieve action activities adhocracy approach asked assess associated attributes average behavior Cameron clan communication competencies Competing Values competitive considered consistent continuous correlations create culture change culture profile culture type customers dimensions dominant effective effort emphasize employees environment Establish example exists expectations facilitate Figure firms focus foster four framework functional future goals hierarchy Hold ideas identify implemented important improvement increase indicators individuals initiatives innovation involved issues lead leaders leadership Managing mean measures meeting OCAI organization organization’s organizational culture orientation participation performance positive preferred problems quadrant questions ratings relationships reliability response scale scores share skills step strategy studies subordinates success suggestions task tion unit validity values vision