Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (Prentice Hall Organizational Development Series),9780201338713

Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (Prentice Hall Organizational Development Series)

by ;
ISBN13: 9780201338713
ISBN10: 0201338718
Format: Paperback
Pub. Date: 1998-01-01
Publisher(s): Prentice Hall
List Price: $57.40

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Summary

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.

Author Biography

Kim S. Cameron is the Ford Motor Company/Richard E. Cook Professor of Management and Associate Dean in the Marriott School of Management at Brigham Young University. Robert E. Quinn holds the Margaret Elliot Tracy Collegiate Professorship at the University of Michigan and is a professor of Organizational Behavior in the School of Business.

Table of Contents

Chapter 1: An Introduction to Changing Organizational Culture
1(17)
The Need to Manage Organizational Change
2(4)
The Necessity of Culture Change
6(4)
Illustrating the Power of Culture Change
10(2)
Fig. 1.1: Comparison of GM's Fremont and NUMMI Plants
12(2)
The Meaning of Organizational Culture
14(4)
Caveats
16(2)
Chapter 2: The Organizational Culture Assessment Instrument
18(10)
Instructions for Diagnosing Organizational Culture
19(1)
Fig. 2.1: The Organizational Culture Assessment Instrument--Current
20(2)
Fig. 2.2: The Organizational Culture Assessment Instrument--Preferred
22(3)
Fig. 2.3: An Example of How Culture Ratings Might Appear
25(1)
Scoring the OCAI
25(1)
Fig. 2.4: A Worksheet for Scoring the OCAI
26(2)
Chapter 3: The Competing Values Framework
28(27)
The Value of Frameworks
28(2)
Development of the Competing Values Framework
30(2)
Fig. 3.1: The Competing Values Framework
32(1)
The Four Major Culture Types
33(7)
The Applicability of the Competing Values Model
40(1)
Fig. 3.2: The Competing Values of Leadership, Effectiveness, and Organizational Theory
41(3)
Total Quality Management
44(2)
Fig. 3.3: The Competing Values of Total Quality Management
46(1)
Human Resource Management Roles
46(1)
Fig. 3.4: The Competing Values Human Resource Management
46(2)
Culture Change over Time
48(2)
Fig. 3.5: The Life Cycle of Apple Computer
50(1)
Culture Change in a Mature Organization
51(1)
Fig. 3.6: The Culture Change of a Mature Organization
52(3)
Chapter 4: Constructing an Organizational Culture Profile
55(17)
The Purpose of the Profile
55(1)
Plotting a Profile
55(3)
Fig. 4.1: The Organizational Culture Profile
58(2)
Fig. 4.2: Profiles for the Original Items on the OCAI
60(1)
Fig. 4.3: Examples of Culture Profiles for Six Organizations
61(1)
Interpreting the Culture Profiles
62(4)
Fig. 4.4: An Average Culture Profile for More than 1000 Organizations
66(1)
Fig. 4.5: An Average Profile for Each Item on the OCAI
67(1)
Fig. 4.6: Average Culture Profiles for Different Industry Groups
68(4)
Chapter 5: Using the Framework to Diagnose and Change Organizational Culture
72(33)
An Example of Planning for Culture Change
73(2)
Fig. 5.1: An Example of One Organization's Current Culture
75(1)
Fig. 5.2: An Example of One Organization's Current versus Preferred Culture
76(1)
Steps in Designing an Organizational Culture Change Process
77(1)
Fig. 5.3: An Example of One Organization's "Means--Does Not Mean" Analysis
78(4)
Fig. 5.4: The Organizational Culture Profile
82(2)
Fig. 5.5: What the Culture Change Means and Does Not Mean
84(3)
Fig. 5.6: Actions to Be Taken
87(4)
Fig. 5.7: Xerox's Strategy for Implementing Culture Change
91(1)
Summary
92(1)
Supplementing the OCAI Methodology
93(3)
Fig. 5.8: An Organization's Culture Profile in a Sample Company
96(2)
Fig. 5.9: What Change Means and Does Not Mean in a Sample Company
98(7)
Chapter 6: Individual Change as a Key to Culture Change
105(21)
Critical Management Skills
106(2)
Fig. 6.1: A Model of Critical Managerial Competencies
108(2)
The Personal Management Skills Profile
110(1)
Fig. 6.2: Managerial Information Summary
111(3)
Fig. 6.3: Managerial Skills Profile
114(2)
Fig. 6.4: Individual Question Feedback for the Clan Quadrant
116(2)
Fig. 6.5: Profile of the Clan Quadrant Questions
118
Fig. 6.6: An Organizational Culture Profile
112(8)
Personal Improvement Agendas
120(6)
Chapter 7: A Condensed Formula for Organizational Culture Change
126(4)
Diagnosis
126(1)
Interpretation
127(1)
Implementation
128(2)
Appendix I: Definition, Dimension, Reliability, and Validity of the Organizational Culture Assessment Instrument (OCAI)
130(16)
The Importance of Organizational Culture Assessment
131(1)
Issues in Assessing Organizational Culture
132(1)
Table 1A.1: The Two Main Disciplinary Foundations of Organizational Culture
133(6)
The Reliability and Validity of the Organizational Culture Assessment Instrument
139(4)
Fig. 1A.1 Multidimensional Scaling Results of the Competing Values Dimensions
143(1)
A Note on the Response Scale
144(2)
Appendix II: Psychometric Analyses of the Managerial Skills Instrument
146(21)
The Within-Person D-Score
147(2)
Characteristics of D-Scores
149(1)
Results of the Analyses
149(1)
Fig. A2.1: D-Score Correlations among Quadrants
150(1)
Table A2-1: D-Score Correlations among Dimensions
151(2)
The Management Skills Assessment Instrument
153(14)
Managerial Behavior Self-Rating Form
154(6)
Managerial Effectiveness Self-Rating Form
160(2)
Importance Information
162(2)
Demographic Information
164(2)
Table A2.2: Managerial Competencies and Organizational Culture Types
166(1)
Appendix III: Hints for Originating Organizational Culture Change in Each Quadrant
167(14)
Market Culture
168(3)
Adhocracy Culture
171(3)
Clan Culture
174(3)
Hierarchy Culture
177(4)
Appendix IV: Suggestions for Improving Personal Management Competencies
181(22)
Hierachies Quadrant
181(5)
Market Quadrant
186(5)
Clan Quadrant
191(5)
Adhocracy Quadrant
196(7)
Appendix V: Plotting Forms and Profiles
203(6)
Fig. A5.1: The Organizational Culture Profile
204(2)
Fig. A5.2: Management Skills Profile
206(2)
Fig. A5.3: Profiles for Individual Items on the OCAI
208(1)
References and Selected Readings 209(7)
Index 216(4)
Answer Sheet for Management Skills Assessment Inventory 220

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