By Kim S. Cameron, Robert E. Quinn
The 3rd version of this key source presents a way of figuring out and altering organizational tradition that allows you to make firms more suitable. It offers proven tools for diagnosing organizational tradition and administration competency; a theoretical framework (competing values) for knowing organizational tradition; and a scientific method and technique for altering organizational tradition and private habit. re-creation contains on-line models of the MSAI and OCAI exams and new discussions of the results of nationwide cultural profiles.
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Additional info for Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework
A month later, the customer would be driving down the road and wouldn’t be able to figure out where that terrible smell was coming from. It would be my rotten sandwich in the door,” he chuckled to himself. Or he would put loose screws in a compartment of the frame that was to be welded shut. People riding in the car would never be able to tell exactly where that rattle was coming from because it would reverberate throughout the entire car. “They’ll never figure it out,” he said. “Now,” he commented, “because the number of job classifications has been so dramatically reduced [from more than 150 to 8], we have all been allowed to have personal business cards and to make up our own job titles.
The approach to culture change described in this book relies on some of the assumptions of the differentiation and fragmentation approaches in that it acknowledges that ambiguous and unmanageable aspects of the organization always exist. The steps we describe in Chapter Five for managing the culture change process provide a tool for addressing those aspects of organizational culture. indd 26 1/14/11 5:20:28 PM 2 THE ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT The Organizational Culture Assessment Instrument (OCAI) is probably the most frequently used instrument for assessing organizational culture in the world today.
Together these two dimensions form four quadrants, each representing a distinct set of organizational effectiveness indicators. 1 illustrates the relationships of these two dimensions to one another. These indicators of effectiveness represent what people value about an organization’s performance. They define what is seen as good and right and appropriate. indd 39 1/14/11 5:05:07 PM 40 DIAGNOSING AND CHANGING ORGANIZATIONAL CULTURE clusters of criteria, in other words, define the core values on which judgments about organizations are made.
Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework by Kim S. Cameron, Robert E. Quinn