Diagnosing and changing organizational culture: based on the competing values framework

INDICE: Preface. Acknowledgments. The Authors. 1 An Introduction to Changing Organizational Culture. The Need to Manage Organizational Culture. The Need for Culture Change. The Power of Culture Change. The Meaning of OrganizationalCulture. Levels of Analysis. Caveats. 2 The Organizational Culture AssessmentInstrument. Instructions for Diagnosing Organizational Culture. Scoring the OCAI. 3 The Competing Values Framework. The Value of Frameworks. Development ofthe Competing Values Framework. The Four Major Culture Types. Applicability of the Competing Values Model. Total Quality Management. Human Resource Management Roles. Corporate Missions and Visions. Culture Change over Time. Culture Change in a Mature Organization. Summary. 4 Constructing an Organizational Culture Profile. Plotting a Profile. Interpreting the Culture Profiles. Summary. 5Using the Framework to Diagnose and Change Organizational Culture. Planning for Culture Change: An Example. Steps for Designing an Organizational Culture Change Process. Supplementing the OCAI Methodology. 6 Individual Change as a Key to Culture Change. Critical Management Skills. Personal Management Skills Profile. Personal Improvement Agendas. 7 A Condensed Formula for Organizational Culture Change. Diagnosis. Interpretation. Implementation. Summary. Appendix A: Organizational Culture Assessment Instrument: Definition, Dimensions, Reliability, and Validity. Appendix B: Psychometric Analyses of the Management Skills Assessment Instrument. Appendix C: Hints for Initiating Organizational Culture Change in Each Quadrant. Appendix D: Suggestions for Improving Personal Management Competencies. Appendix E: Forms for Plotting Profiles. References and Suggested Reading. Index.

• ISBN: 978-0-470-65026-4
• Editorial: John Wiley & Sons
• Encuadernacion: Rústica
• Páginas: 288
• Fecha Publicación: 09/03/2011
• Nº Volúmenes: 1
• Idioma: Inglés