Diagnosing and Changing Organizational Culture

Diagnosing and Changing Organizational Culture

Based on the Competing Values Framework

Book - 2006
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WILEY
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.

Book News
Cameron and Quinn, both affiliated with the Ross School of Business at the University of Michigan, present a framework and a set of steps to help managers analyze and change their organizations' fundamental culture. They provide instruments for diagnosing organizational culture and for identifying key competencies needed to foster change. Suggestions are included for initiating culture change in four types of cultures: market, adhocracy, clan, and hierarchy cultures. Annotation ©2006 Book News, Inc., Portland, OR (booknews.com)

Publisher: San Francisco, Calif. : Jossey-Bass/a Wiley Imprint, c2006
Edition: Rev. ed
ISBN: 9780787982836
0787982830
Characteristics: xiv, 242 p. : ill., charts ; 23 cm
Additional Contributors: Quinn, Robert E.

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