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

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 fundDiagnosing 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.
Diagnosing and Changing Organizational Culture Based on the Competing Values Framework 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 an

  • Title: Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework
  • Author: Kim S. Cameron Robert E. Quinn
  • ISBN: 9780787982836
  • Page: 327
  • Format: Paperback
  • 1 thought on “Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework”

    1. A bit to systemic, where one would think culture isn't mechanical. The idea of measuring culture is surely appealing, the approach is sound, but at some point evokes too many mechanical and manufacturing metaphors. My understanding is that this is the original book about the competing value framework, so might be a bit dated. Further reading from Jeff de Graf, confirmed that his approach is quite more sound and flexible. It is definitely a big step ahead of William Schneider, even if in principl [...]

    2. READ JUN 2012Classic piece from Cameron and Quinn for understanding cultures, especially in organizations looking to change elements of their culture. The authors maintain that "without culture change, there is little hope of enduring improvement in organizational performance" (p. 13). However, changing culture is very difficult and requires serious commitment over a protracted period of time.In addition to the content, the book also includes extensive appendices with details about the organizat [...]

    3. At times very dry and academic, and then suddenly inspiring and something I / we can act on almost immediately. It's probably more a book to work with than an inspirational reading experience. Also, I'm afraid I'm starting to plan an off-site to diagnose our organizational culture with the team and formulate areas of improvement #halp

    4. Those that like analytics may appreciate Cameron & Quinn's approach to organizational change. Several good change tools, especially for leaders with a scientific disposition.

    5. Very well applicable framework to grasp the complexity of culture in organizations. We used the frame in several assignments for the design of workspaces to great effect.

    6. I used this book for my thesis. I found it very useful since it provided such an easy writing style to follow, it help me understand about organizational culture's aspects from definition, its role, how to evaluate, how to change and so much more. From this book i could also find new books from the list of "further readings"

    7. A good tool to use as a leader trying to make positive change in their organization or department. Will be downloading the online resources to use as guides and beginning steps to initiate positive changes in my department

    8. A great presentation of the Competing Values framework developed by Robert Quinn and Co at the Ross School of Business University of Michigan applied to 21st century organizations.

    9. Loved the assessment (OCAI) and the different dominant cultures discussed. Had it not been required reading, I'd have probably given it a higher score.

    10. The competing values framework is a simple to use and effective tool for snapshooting an organizational culture. I used the format to conduct an analysis for our board. Highly useful for planning.

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