By Kim S. Cameron, Robert E. Quinn

ISBN-10: 0787982830

ISBN-13: 9780787982836

Diagnosing and altering Organizational Culture offers a framework, a sense-making software, a suite of systematic steps, and a strategy for supporting managers and their firms conscientiously study and change their basic tradition. Authors, Cameron and Quinn specialise in the tools and mechanisms which are on hand to aid managers and alter brokers remodel the main primary components in their agencies. The authors additionally offer tools to aid participants consultant the swap procedure on the most elementary level—culture. Diagnosing and altering Organizational Culture deals a scientific technique for inner or exterior switch brokers to facilitate foundational switch that during flip makes it attainable to help and complement other forms of swap tasks

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Example text

Large organizations and government agencies are generally dominated by a hierarchy culture, as evidenced by large numbers of standardized procedures, multiple hierarchical levels (Ford has seventeen levels of management), and an emphasis on rule reinforcement. Even in small organizations such as a McDonald’s restaurant, however, a hierarchy culture can dominate. For example, many of the employees in the typical McDonald’s restaurant are young people who have no previous training or work experience, and a hallmark of the business is the uniformity of products in all outlets.

What is notable about these four core values is that they represent opposite or competing assumptions. c03 36 10/11/05 2:30 PM Page 36 DIAGNOSING AND CHANGING ORGANIZATIONAL CULTURE of the continuum—flexibility versus stability, internal versus external. The dimensions therefore produce quadrants that are also contradictory or competing on the diagonal. The upper left quadrant, for example, identifies values that emphasize an internal, organic focus, whereas the lower right quadrant identifies values that emphasize an external, control focus.

John Van Maanen of the Massachusetts Institute of Technology, one of the best researchers on organizational culture in the organizational sciences, aptly pointed out to us that “leaving readers with the suggestion that four and only four cultures represent the wonderful world of organizations is a mistake. ” We want to communicate clearly that our theoretical model was developed in order to organize organizational culture types, but it does not pretend to be comprehensive of all cultural phenomena.

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Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework by Kim S. Cameron, Robert E. Quinn


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