The Third Edition of this key resource provides a means of understanding and changing organizational culture in order to make organizations more effective. It provides validated instruments for diagnosing organizational culture and management competency; a theoretical framework (competing values) for understanding organizational culture; and a systematic strategy and methodology for changing organizational culture and personal behavior. New edition includes online versions of the MSAI and OCAI assessments and new discussions of the implications of national cultural profiles.
Table of Content
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 Profile 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 Instrument: Definition, Dimensions, Reliability, and Validity 165
Appendix B: Psychometric Analyses of the Management Skills Assessment Instrument 185
Appendix C: Hints for Initiating Organizational Culture Change in Each Quadrant 209
Appendix D: Suggestions for Improving Personal Management Competencies 221
Appendix E: Forms for Plotting Profiles 247
References and Suggested Reading 253
Index 261
About the author
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.
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