Cameron and Quinn, both affiliated with the Ross School of Business at the University of Michigan, present a framework and a set of steps to help managers analyze and change their organizations' fundamental culture. They provide instruments for diagnosing organizational culture and for identifying key competencies needed to foster change. Suggestions are included for initiating culture change in four types of cultures: market, adhocracy, clan, and hierarchy cultures. Annotation ©2006 Book News, Inc., Portland, OR
Helps managers, change agents, and scholars understand, diagnose, and facilitate transformation of an organization's culture. Provides a theoretical framework for understanding organizational culture, a systematic strategy and methodology for changing organizational culture and personal behavior, and instruments for diagnosing organizational culture and management competency. Instruments can be used to plot organizational culture, and material as a whole can be used as a resource for leading a culture change process. Annotation c. by Book News, Inc., Portland, Or.