Diagnosing and Changing Organizational Culture: Based on the Competing Values FrameworkJohn Wiley & Sons, 17 déc. 2005 - 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
Chapter 1 AN INTRODUCTION TO CHANGING ORGANIZATIONAL CULTURE | 1 |
Chapter 2 THE ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT | 23 |
Chapter 3 THE COMPETING VALUES FRAMEWORK | 31 |
Chapter 4 CONSTRUCTING AN ORGANIZATIONAL CULTURE PROFILE | 63 |
Chapter 5 USING THE FRAMEWORK TO DIAGNOSE AND CHANGE ORGANIZATIONAL CULTURE | 83 |
Chapter 6 INDIVIDUAL CHANGE AS A KEY TO CULTURE CHANGE | 117 |
Chapter 7 A CONDENSED FORMULA FOR ORGANIZATIONAL CULTURE CHANGE | 139 |
Appendix A Organizational Culture Assessment Instrument OCAI Definition Dimensions Reliability and Validity | 143 |
Appendix B Psychometric Analyses of the Management Skills Assessment Instrument MSAI | 163 |
Appendix C Hints for Initiating Organizational Culture Change in Each Quadrant | 185 |
Appendix D Suggestions for Improving Personal Management Competencies | 197 |
Appendix E Forms for Plotting Profiles | 221 |
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| 234 | |
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
50 Clan Adhocracy Culture adhocracy quadrant agerial Apple Computer behavior Cameron change agents Chevrolet Nova Clan Culture clan quadrant Competing Values Framework competitive competitors congruence core correlations create Culture An organization culture change process culture types customers D-Score diagnose dimensions discriminant validity dominant downsizing emphasize employees environment Ettington example facilitate Figure firms focus foster future culture ganizations goals Hierarchy Culture holds the organization identify implemented important individuals initiatives innovation interpersonal relationships leaders leadership Management Skills management team market culture market quadrant mean MSAI multidimensional scaling nization OCAI orga organization that focuses organization’s culture Organizational Culture Assessment organizational culture change organizational culture profile organizational effectiveness orientation Pareto charting performance preferred culture ratings reliability response scores Stability and Control strategy subordinates success team members tion Toyota Corolla ture undiscussable issues unit vision