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

290 Pages·2011·1.01 MB·English

by  Kim S. Cameron

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Diagnosing and Changing
Organizational Culture
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Diagnosing
and Changing
Organizational Culture
Based on the Competing Values
Framework
Third Edition
Kim S. Cameron
Robert E. Quinn
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Copyright © 2011 by John Wiley & Sons, Inc. All rights reserved.
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Library of Congress Cataloging-in-Publication Data
Cameron, Kim S.
Diagnosing and Changing Organizational Culture: Based on the Competing Values
Framework / Kim S. Cameron, Robert E. Quinn. — Third edition.
p. cm
Includes bibliographical references and index.
ISBN 978-0-470-65026-4 (pbk.); ISBN 978-1-118-00330-5 (ebk);
ISBN 978-1-118-00331-2 (ebk); ISBN 978-1-118-00332-9 (ebk)
1. Organizational change. 2. Corporate culture. I. Quinn, Robert E., 1946-
II. Title.
HD58.8.C32 2011
658.4'06—dc22
2010048709
Printed in the United States of America
third edition
PB Printing 10 9 8 7 6 5 4 3 2 1
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Contents
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
v
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vi CONTENTS
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 Profi le 73
Plotting a Profi le 73
Interpreting the Culture Profi les 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 Profi le 141
Personal Improvement Agendas 151
7. A Condensed Formula for Organizational
Culture Change 159
Diagnosis 160
Interpretation 161
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CONTENTS vii
Implementation 162
Summary 163
Appendix A: Organizational Culture Assessment 165
Instrument: Defi nition, Dimensions,
Reliability, and Validity
Appendix B: Psychometric Analyses of the 185
Management Skills Assessment
Instrument
Appendix C: Hints for Initiating Organizational 209
Culture Change in Each Quadrant
Appendix D: Suggestions for Improving Personal 221
Management Competencies
Appendix E: Forms for Plotting Profi les 247
References and Suggested Reading 253
Index 261
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