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

by Kim S. Cameron, Robert E. Quinn
4.4 out of 5 stars  See all reviews (14 customer reviews)

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Book Description

March 29, 2011 0470650265 978-0470650264 3
The Third Edition of this key resource provides a means of understanding and changing organizational culture in order to make organizations more effective. It provides validated instruments for diagnosing organizational culture and management competency; a theoretical framework (competing values) for understanding organizational culture; and a systematic strategy and methodology for changing organizational culture and personal behavior. New edition includes online versions of the MSAI and OCAI assessments and new discussions of the implications of national cultural profiles.

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Editorial Reviews

From the Back Cover

The third edition of the best-selling book Diagnosing and Changing Organizational Culture offers a proven framework and methodology for helping managers and their organizations carefully analyze and alter their fundamental culture. This book contains validated instruments for diagnosing organizational culture and management competency, a theoretical framework for understanding organizational culture, and a systematic strategy for changing organizational culture and personal behavior.

Designed to be a hands-on resource, the book includes a wealth of instruments that leaders can use to plot their organization's culture profile. Diagnosing and Changing Organizational Culture includes a management competency assessment instrument to help facilitate personal change in order to effectively support culture change. The book can also serve as an information source for explaining a robust framework of culture types. The Competing Values Framework is probably the most frequently applied framework in the world for assessing culture, and it has proved to be very useful to a variety of companies in clarifying the culture change process, as well as instigating significant managerial leadership improvement.

Filled with new examples and a step-by-step formula for organizational change, this thoroughly revised third edition also contains a downloadable online version of the Management Skills Assessment Instrument and the Organizational Culture Assessment Instrument.

About the Author

Kim S. Cameron is William Russell Kelly Professor of Management and Organizations at the Ross School of Business, University of Michigan.

Robert E. Quinn is Margaret Elliott Tracy Collegiate Professor in Business Administration and professor of management and organizations at the Ross School of Business, University of Michigan.


Product Details

  • Paperback: 288 pages
  • Publisher: Jossey-Bass; 3 edition (March 29, 2011)
  • Language: English
  • ISBN-10: 0470650265
  • ISBN-13: 978-0470650264
  • Product Dimensions: 2.3 x 3.5 x 0.4 inches
  • Shipping Weight: 12 ounces (View shipping rates and policies)
  • Average Customer Review: 4.4 out of 5 stars  See all reviews (14 customer reviews)
  • Amazon Best Sellers Rank: #74,252 in Books (See Top 100 in Books)

Customer Reviews

Most Helpful Customer Reviews
5 of 5 people found the following review helpful
Format:Paperback|Verified Purchase
In the introduction to this book, the authors share the familiar Tom Peters quote, "If you're not confused, you're not paying attention", because the purpose here is "not to offer one more panacea for coping with our turbulent times or to introduce another management fad." In the words of the authors, this book "provides a framework, a sense-making tool, a set of systematic steps, and a methodology for helping managers and their organizations adapt to the demands of the environment. It focuses less on the right answers than it does on the methods and mechanisms available to help managers change the most fundamental elements of their organizations" at the cultural level.

While the authors also state that other proposed approaches to measuring organizational culture have been proposed, and that their intent is not to provide an extensive review of this literature, they also provide what I consider important background information to the Organizational Culture Assessment Instrument (OCAI), which includes the facts that the OCAI (based on the Competing Values Framework) is probably the most frequently used instrument for assessing organizational culture in the world today, and that although some versions are longer, some including up to 24 items that together describe organizational culture, the 6 items that are used in this book provide a simpler synthesis that addresses fundamental manifestations of organizational culture.
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2 of 2 people found the following review helpful
5.0 out of 5 stars Best book on organizational culture October 23, 2012
Format:Paperback|Verified Purchase
This is the best book in diagnosing and changing organizational culture that I have ever read and bought. It offers practical steps to diagnose the culture in quantitative measurements for various organizations and industries. It also shares steps for executives in the companies on the types of training needed to grow the culture the companies wish to obtain. Highly recommended for executives and leaders working in the field of organizational development.
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4 of 5 people found the following review helpful
3.0 out of 5 stars It's All About Culture! October 30, 2011
Format:Paperback|Verified Purchase
Cameron and Quinn do an excellent job of laying out how to diagnoise and change organizational culture. Importantly, they also provide methods and rationale on measuring culture given the competing values framework. One dissapointment was that the authors did not update the performance of many companies discussed in the 3rd edition. However, overall I am pleased with this scholarly publication that explains organizational culture in detail.
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1 of 1 people found the following review helpful
Format:Paperback|Verified Purchase
I was in need of updating my library, and Kim's book was originally recommended by a colleague.. Although I have found that change often occurs at a much more superficial level than most practitioners care to admit, the authors are quick to acknowledge that their 4-frame analysis is not meant to be all inclusive. I tend to read research-centrictomes with an eye to balancing my own more intuitive work which comes from experience on the end of "Not everything that is good -- or that works -- is quantifiable". I REALLY valued the question sets - good tools.
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1 of 1 people found the following review helpful
5.0 out of 5 stars excellend resource August 23, 2013
Format:Paperback|Verified Purchase
Highly recommend to learn principles about your organization. I liked it so much I bought a copy for my assistant.
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5.0 out of 5 stars It's All About the Culture November 4, 2013
Format:Paperback|Verified Purchase
Kim Cameron and Robert Quinn, colleagues at the University of Michigan’s Ross Business School, have created a change model for the ages. Their Competing Values Framework (CVF) is used extensively by organizations, consultants and other change agents. Business is hyper-charged with change, and failure rates of corporate change are as high as 70%—caused by ignoring culture. Research indicates that profitability is predicted by certain market forces like high barriers to entry, having a large market share, and other elements traditionally offered as reasons for success. However, the authors note that Southwest Airlines, Apple, Walgreens, Walmart, and Pixar had none of these but still succeeded. What made the difference? Their organizational culture—their company values, personal beliefs, and vision, not market forces. Great corporate culture reduces uncertainty, increases social stability, and develops values, norms, commitment and a vision for all member generations to strive toward. Culture impacts mightily on employee morale, commitment, productivity and other key indicators. Finally, culture and corporate change is joined at the hip to individual change. No change in leaders, no culture change.
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4.0 out of 5 stars Good Information & Insights August 3, 2013
Format:Kindle Edition|Verified Purchase
Authors Cameron & Kim give the practitioner useful insights into what an organizational culture is and how it can affect the bottom line. Useful techniques and modalities of assessment are provided and explained. A good prerequisite and companion to Kotter's Leading Change text.
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Most Recent Customer Reviews
5.0 out of 5 stars Excellent Practical Resource
Cameron & Quinn have done a wonderful job presenting practical ways to diagnose and change organizational culture. Read more
Published 6 months ago by Michael A. Beitler
5.0 out of 5 stars Exceptional Study on how to diagnose and change cultural elements
Outstanding book, I will cite many of what the book covered in my research. Excellent.... simply excellent. Competing Value Framework is powerful. Dr. Davis
Published 9 months ago by Russell G Davis
5.0 out of 5 stars Complete
This is a very complete book in the Organizational Culture area. It gave me a very clear view of all possible items critical to analyse. Wonderful book!
Published 10 months ago by Erico Almeida
5.0 out of 5 stars diagnosing change
this book will be used for a graduate class. the book is for looking at the inside of organizations to figure out how to manage change.
Published 11 months ago by nygiants2121
3.0 out of 5 stars Good for a text book, not much else...
I got this for a required class, but I won't be keeping it since it has no real practical value other than college course work. Read more
Published 12 months ago by Amadeus B. Klein
5.0 out of 5 stars It's a valuable management book about enterprise culture
Most of all books descripe enterprise culture often focus on macro review, from managers side, it isn't easy to follow. Read more
Published on February 7, 2012 by HSIEH CHENG CHUNG
4.0 out of 5 stars Understanding organizational culture and personal management...
In the introduction to this book, the authors share the familiar Tom Peters quote, "If you're not confused, you're not paying attention", because the purpose here is "not to offer... Read more
Published on December 17, 2011 by Erik Gfesser
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