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Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework Paperback – March 29, 2011

ISBN-13: 978-0470650264 ISBN-10: 0470650265 Edition: 3rd

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Product Details

  • Paperback: 288 pages
  • Publisher: Jossey-Bass; 3 edition (March 29, 2011)
  • Language: English
  • ISBN-10: 0470650265
  • ISBN-13: 978-0470650264
  • Product Dimensions: 8.9 x 6.1 x 0.8 inches
  • Shipping Weight: 12 ounces (View shipping rates and policies)
  • Average Customer Review: 4.5 out of 5 stars  See all reviews (16 customer reviews)
  • Amazon Best Sellers Rank: #64,039 in Books (See Top 100 in Books)

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.

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Most Helpful Customer Reviews

5 of 5 people found the following review helpful By Erik Gfesser VINE VOICE on December 17, 2011
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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 By Wishful reader on October 23, 2012
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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 By P. Duncan on October 30, 2011
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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 By Steve Gladis on November 4, 2013
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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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1 of 1 people found the following review helpful By Katherine Parramore on November 23, 2013
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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 By Dr. William Patterson on August 23, 2013
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Highly recommend to learn principles about your organization. I liked it so much I bought a copy for my assistant.
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This book was splendid with its many concrete examples about organizational cultures and providing cues to change organizational culture to the preferred direction
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By sdwilliams on May 11, 2014
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I bought this book on my own, though I found that I referenced it very frequently in my PhD Organizational Change class. I found it to be cutting edge for 2014, as this field is changing rapidly.
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