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

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John Wiley & Sons, 10 feb. 2011 - 288 pagina's
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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.
 

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Inhoudsopgave

An Introduction to Changing Organizational Culture
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
Index
261
95
262
Copyright

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Over de auteur (2011)

Kim S. Cameron is William Russell Kelly Professor of Management and Organizations at the Ross School of Business, University of Michigan.

Robert E. Quinn is Margaret Elliott Tracy Collegiate Professor in Business Administration and professor of management and organizations at the Ross School of Business, University of Michigan.

Bibliografische gegevens