Book description
The third edition of the best-selling book Diagnosing and Changing Organizational Culture offers a proven framework and methodology for helping managers and their organizations carefully analyze and alter their fundamental culture. This book contains validated instruments for diagnosing organizational culture and management competency, a theoretical framework for understanding organizational culture, and a systematic strategy for changing organizational culture and personal behavior.
Designed to be a hands-on resource, the book includes a wealth of instruments that leaders can use to plot their organization's culture profile. Diagnosing and Changing Organizational Culture includes a management competency assessment instrument to help facilitate personal change in order to effectively support culture change. The book can also serve as an information source for explaining a robust framework of culture types. The Competing Values Framework is probably the most frequently applied framework in the world for assessing culture, and it has proved to be very useful to a variety of companies in clarifying the culture change process, as well as instigating significant managerial leadership improvement.
Filled with new examples and a step-by-step formula for organizational change, this thoroughly revised third edition also contains a downloadable online version of the Management Skills Assessment Instrument and the Organizational Culture Assessment Instrument.
Table of contents
- Copyright
- Preface
- Acknowledgments
- The Authors
- 1. AN INTRODUCTION TO CHANGING ORGANIZATIONAL CULTURE
- 2. THE ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT
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3. THE COMPETING VALUES FRAMEWORK
- 3.1. The Value of Frameworks
- 3.2. Development of the Competing Values Framework
- 3.3. The Four Major Culture Types
- 3.4. Applicability of the Competing Values Model
- 3.5. Total Quality Management
- 3.6. Human Resource Management Roles
- 3.7. Corporate Missions and Visions
- 3.8. Culture Change over Time
- 3.9. Culture Change in a Mature Organization
- 3.10. Summary
- 4. CONSTRUCTING AN ORGANIZATIONAL CULTURE PROFILE
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5. USING THE FRAMEWORK TO DIAGNOSE AND CHANGE ORGANIZATIONAL CULTURE
- 5.1. Planning for Culture Change: An Example
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5.2. Steps for Designing an Organizational Culture Change Process
- 5.2.1. Step 1: Reach Consensus on the Current Culture
- 5.2.2. Step 2: Reach Consensus on the Preferred Future Culture
- 5.2.3. Step 3: Determine What the Changes Will and Will Not Mean
- 5.2.4. Step 4: Identify Illustrative Stories
- 5.2.5. Step 5: Identify a Strategic Action Agenda
- 5.2.6. Step 6: Identify Immediate Small Wins
- 5.2.7. Step 7: Identify the Leadership Implications
- 5.2.8. Step 8: Identify Metrics, Measures, and Milestones
- 5.2.9. Step 9: Identify a Communication Strategy
- 5.2.10. Summary
- 5.3. Supplementing the OCAI Methodology
- 6. INDIVIDUAL CHANGE AS A KEY TO CULTURE CHANGE
- 7. A CONDENSED FORMULA FOR ORGANIZATIONAL CULTURE CHANGE
- A. ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT: DEFINITION, DIMENSIONS, RELIABILITY, AND VALIDITY
- B. PSYCHOMETRIC ANALYSES OF THE MANAGEMENT SKILLS ASSESSMENT INSTRUMENT
- C. HINTS FOR INITIATING ORGANIZATIONAL CULTURE CHANGE IN EACH QUADRANT
- D. SUGGESTIONS FOR IMPROVING PERSONAL MANAGEMENT COMPETENCIES
- E. FORMS FOR PLOTTING PROFILES
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References and Suggested Reading
Product information
- Title: Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework, Third Edition
- Author(s):
- Release date: March 2011
- Publisher(s): Jossey-Bass
- ISBN: 9780470650264
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