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Diagnosing and Changing Organizational Culture

Based on the Competing Values Framework

Kim S. Cameron, Robert E. Quinn

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The third edition of the best-selling book Diagnosing and Changing Organizational Culture offers a proven framework and methodology for helping managers and their organizations carefully analyze and alter their fundamental culture. This book contains validated instruments for diagnosing organizational culture and management competency, a theoretical framework for understanding organizational culture, and a systematic strategy for changing organizational culture and personal behavior.
Designed to be a hands-on resource, the book includes a wealth of instruments that leaders can use to plot their organization's culture profile. Diagnosing and Changing Organizational Culture includes a management competency assessment instrument to help facilitate personal change in order to effectively support culture change. The book can also serve as an information source for explaining a robust framework of culture types. The Competing Values Framework is probably the most frequently applied framework in the world for assessing culture, and it has proved to be very useful to a variety of companies in clarifying the culture change process, as well as instigating significant managerial leadership improvement.
Filled with new examples and a step-by-step formula for organizational change, this thoroughly revised third edition also contains a downloadable online version of the Management Skills Assessment Instrument and the Organizational Culture Assessment Instrument.

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.


Einband Taschenbuch
Seitenzahl 288
Erscheinungsdatum 15.04.2011
Sprache Englisch
ISBN 978-0-470-65026-4
Verlag John Wiley & Sons
Maße (L/B/H) 23.2/15.4/2.5 cm
Gewicht 350 g
Auflage 3rd Ed.


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  • Preface ix
    Acknowledgments xv

    The Authors xvii

    1. An Introduction to Changing Organizational Culture 1

    The Need to Manage Organizational Culture 2

    The Need for Culture Change 9

    The Power of Culture Change 14

    The Meaning of Organizational Culture 18

    Levels of Analysis 21

    Caveats 23

    2. The Organizational Culture Assessment Instrument 27

    Instructions for Diagnosing Organizational Culture 28

    Scoring the OCAI 33

    3. The Competing Values Framework 35

    The Value of Frameworks 35

    Development of the Competing Values Framework 38

    The Four Major Culture Types 41

    Applicability of the Competing Values Model 51

    Total Quality Management 56

    Human Resource Management Roles 58

    Corporate Missions and Visions 60

    Culture Change over Time 64

    Culture Change in a Mature Organization 68

    Summary 70

    4. Constructing an Organizational Culture Profile 73

    Plotting a Profile 73

    Interpreting the Culture Profiles 80

    Summary 94

    5. Using the Framework to Diagnose and Change Organizational Culture 95

    Planning for Culture Change: An Example 97

    Steps for Designing an Organizational Culture Change Process 101

    Supplementing the OCAI Methodology 121

    6. Individual Change as a Key to Culture Change 135

    Critical Management Skills 136

    Personal Management Skills Profi le 141

    Personal Improvement Agendas 151

    7. A Condensed Formula for Organizational Culture Change 159

    Diagnosis 160

    Interpretation 161

    Implementation 162

    Summary 163

    Appendix A: Organizational Culture Assessment 165

    Instrument: Definition, Dimensions, Reliability, and Validity

    Appendix B: Psychometric Analyses of the 185

    Management Skills Assessment Instrument

    Appendix C: Hints for Initiating Organizational 209

    Culture Change in Each Quadrant

    Appendix D: Suggestions for Improving Personal 221

    Management Competencies

    Appendix E: Forms for Plotting Profiles 247

    References and Suggested Reading 253

    Index 261