Diagnosing and Changing Organizational Culture

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.

Auteur

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

Robert E. Quinn holds the Margaret Elliot Tracey
Collegiate Professorship at the University of Michigan and serves
on the organization and management faculty at the Ross School of
Business at the University of Michigan.

Résumé
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 levelculture. 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.

Contenu

Preface.

Acknowledgments.

The Authors.

1. An Introduction to Changing Organizational
   Culture.

The Need to Manage Organizational Culture.

The Need for Culture Change.

The Power of Culture Change.

The Meaning of Organizational Culture.

Caveats.

2. The Organizational Culture Assessment Instrument.

Instructions for Diagnosing Organizational Culture.

Scoring the OCAI.

3. The Competing Values Framework.

The Value of Frameworks.

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.

4. Constructing an Organizational Culture Profile.

Plotting a Profile.

Interpreting the Culture Profiles.

Summary.

5. Using the Framework to Diagnose and Change Organizational
   Culture.

Planning for Culture Change: An Example.

Steps for Designing an Organizational Culture Change
Process.

Supplementing the OCAI Methodology.

6. Individual Change as a Key to Culture Change.

Critical Management Skills.

Personal Management Skills Profile.

Personal Improvement Agendas.

7. A Condensed Formula for Organizational Culture
   Change.

Appendix A: Organizational Culture Assessment Instrument (OCAI):
Definition, Dimensions, Reliability, and Validity.

Appendix B: Psychometric Analyses of the Management Skills
Assessment Instrument (MSAI).

Appendix C: Hints for Initiating Organizational Culture Change
in Each Quadrant.

Appendix D: Suggestions for Improving Personal Management
Competencies.

Appendix E: Forms for Plotting Profiles.

References and Suggested Reading.

Index.