Diagnosing and Changing Organizational

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.

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.

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

What is included with this book?

The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.

The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.

FREE SHIPPING

Amazon no longer offers textbook rentals. We do!

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

Summary

Author Biography

Table of Contents

Supplemental Materials