This book helps managers, change agents, and scholars to understand, diagnose, and facilitate the change of an organization's culture in order to enhance its effectiveness. It presents three forms of assistance: (1) validated instruments for diagnosing organizational culture and management competency, (2) a theoretical framework for understanding organizational culture, and (3) a systematic strategy and methodology for changing organizational culture and personal behavior. It is intended to be a workbook in the sense that an individual can complete the instruments and plot their own culture profile in the book itself, and use it as a resource for leading a culture change process.
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.
In Diagnosing and Changing Organizational Culture, the authors discuss the importance of understanding organizational culture and its place in facilitating or inhibiting organizational improvement efforts. They provide an instrument for diagnosing organizational culture and include instructions for how to complete and score the instrument and illustrate how organizations have designed a strategy to change their current culture to better match their preferred culture. The book is focused on the personal change needed to support and facilitate culture change and provides an instrument that helps managers identify the key competencies they will need to develop or improve in order to foster organizational culture change, including suggestions for initiating culture change in each of four types of cultures-market culture, adhocracy culture, clan culture, and hierarchy 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.
In Diagnosing and Changing Organizational Culture, the authors discuss the importance of understanding organizational culture and its place in facilitating or inhibiting organizational improvement efforts. They provide an instrument for diagnosing organizational culture and include instructions for how to complete and score the instrument and illustrate how organizations have designed a strategy to change their current culture to better match their preferred culture. The book is focused on the personal change needed to support and facilitate culture change and provides an instrument that helps managers identify the key competencies they will need to develop or improve in order to foster organizational culture change, including suggestions for initiating culture change in each of four types of cultures-market culture, adhocracy culture, clan culture, and hierarchy culture.