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Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework, Third Edition

Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework, Third Edition

by Robert E. Quinn, Kim S. Cameron
Publisher: Jossey-Bass
Release Date: March 2011
ISBN: 9780470650264
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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

  1. Copyright
  2. Preface
  3. Acknowledgments
  4. The Authors
  5. 1. AN INTRODUCTION TO CHANGING ORGANIZATIONAL CULTURE
    1. 1.1. The Need to Manage Organizational Culture
    2. 1.2. The Need for Culture Change
    3. 1.3. The Power of Culture Change
    4. 1.4. The Meaning of Organizational Culture
    5. 1.5. Levels of Analysis
    6. 1.6. Caveats
  6. 2. THE ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT
    1. 2.1. Instructions for Diagnosing Organizational Culture
    2. 2.2. Scoring the OCAI
  7. 3. THE COMPETING VALUES FRAMEWORK
    1. 3.1. The Value of Frameworks
    2. 3.2. Development of the Competing Values Framework
    3. 3.3. The Four Major Culture Types
      1. 3.3.1. The Hierarchy (Control) Culture
      2. 3.3.2. The Market (Compete) Culture
      3. 3.3.3. The Clan (Collaborate) Culture
      4. 3.3.4. The Adhocracy (Create) Culture
    4. 3.4. Applicability of the Competing Values Model
      1. 3.4.1. Organizational Leadership
      2. 3.4.2. Organizational Effectiveness
    5. 3.5. Total Quality Management
    6. 3.6. Human Resource Management Roles
    7. 3.7. Corporate Missions and Visions
    8. 3.8. Culture Change over Time
    9. 3.9. Culture Change in a Mature Organization
    10. 3.10. Summary
  8. 4. CONSTRUCTING AN ORGANIZATIONAL CULTURE PROFILE
    1. 4.1. Plotting a Profile
    2. 4.2. Interpreting the Culture Profiles
      1. 4.2.1. Type
      2. 4.2.2. Discrepancies
      3. 4.2.3. Strength
      4. 4.2.4. Congruence
      5. 4.2.5. Comparisons
      6. 4.2.6. Trends
    3. 4.3. Summary
  9. 5. USING THE FRAMEWORK TO DIAGNOSE AND CHANGE ORGANIZATIONAL CULTURE
    1. 5.1. Planning for Culture Change: An Example
    2. 5.2. Steps for Designing an Organizational Culture Change Process
      1. 5.2.1. Step 1: Reach Consensus on the Current Culture
      2. 5.2.2. Step 2: Reach Consensus on the Preferred Future Culture
      3. 5.2.3. Step 3: Determine What the Changes Will and Will Not Mean
      4. 5.2.4. Step 4: Identify Illustrative Stories
      5. 5.2.5. Step 5: Identify a Strategic Action Agenda
      6. 5.2.6. Step 6: Identify Immediate Small Wins
      7. 5.2.7. Step 7: Identify the Leadership Implications
      8. 5.2.8. Step 8: Identify Metrics, Measures, and Milestones
      9. 5.2.9. Step 9: Identify a Communication Strategy
      10. 5.2.10. Summary
    3. 5.3. Supplementing the OCAI Methodology
  10. 6. INDIVIDUAL CHANGE AS A KEY TO CULTURE CHANGE
    1. 6.1. Critical Management Skills
      1. 6.1.1.
        1. 6.1.1.1. Clan Skills
        2. 6.1.1.2. Adhocracy Skills
        3. 6.1.1.3. Market Skills
        4. 6.1.1.4. Hierarchy Skills
    2. 6.2. Personal Management Skills Profile
    3. 6.3. Personal Improvement Agendas
  11. 7. A CONDENSED FORMULA FOR ORGANIZATIONAL CULTURE CHANGE
    1. 7.1. Diagnosis
    2. 7.2. Interpretation
    3. 7.3. Implementation
    4. 7.4. Summary
  12. A. ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT: DEFINITION, DIMENSIONS, RELIABILITY, AND VALIDITY
    1. A.1. Importance of Organizational Culture Assessment
    2. A.2. Issues in Assessing Organizational Culture
      1. A.2.1. Definitional Issues
      2. A.2.2. Measurement Issues
      3. A.2.3. Dimensional Issues
    3. A.3. Reliability and Validity of the OCAI
      1. A.3.1. Reliability
      2. A.3.2. Validity
    4. A.4. A Note on the Response Scale
  13. B. PSYCHOMETRIC ANALYSES OF THE MANAGEMENT SKILLS ASSESSMENT INSTRUMENT
    1. B.1. The Within-Person D-Score
    2. B.2. Characteristics of D-Scores
    3. B.3. Results of the Analyses
      1. B.3.1. Quadrant-to-Quadrant Correlations
      2. B.3.2. Dimension-to-Dimension Correlations
    4. B.4. Item Dimension Correlations
  14. C. HINTS FOR INITIATING ORGANIZATIONAL CULTURE CHANGE IN EACH QUADRANT
    1. C.1. Clan Culture
      1. C.1.1.
        1. C.1.1.1. Clan Culture
        2. C.1.1.2. Adhocracy Culture
        3. C.1.1.3. Market Culture
        4. C.1.1.4. Hierarchy Culture
  15. D. SUGGESTIONS FOR IMPROVING PERSONAL MANAGEMENT COMPETENCIES
    1. D.1. Clan Quadrant
      1. D.1.1.
        1. D.1.1.1. Managing Teams
        2. D.1.1.2. Managing Interpersonal Relationships
        3. D.1.1.3. Managing the Development of Others
    2. D.2. Adhocracy Quadrant
      1. D.2.1.
        1. D.2.1.1. Managing Innovation
        2. D.2.1.2. Managing the Future
        3. D.2.1.3. Managing Continuous Improvement
    3. D.3. Market Quadrant
      1. D.3.1.
        1. D.3.1.1. Managing Competitiveness
        2. D.3.1.2. Energizing Employees
        3. D.3.1.3. Managing Customer Service
    4. D.4. Hierarchy Quadrant
      1. D.4.1.
        1. D.4.1.1. Managing Acculturation
        2. D.4.1.2. Managing the Control System
        3. D.4.1.3. Managing Coordination
  16. E. FORMS FOR PLOTTING PROFILES
  17. References and Suggested Reading