Book

Diagnosing and Changing Organizational Culture Author: Cameron, Kim S.,Quinn, Robert E. ASIN : B004OC015Y [image "image"

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Contextresearch_analysis

What this book knows

Organizations have diagnosable culture types, and matching tools to type makes change initiatives work rather than fail.

Sex: Absent
Work: Primary
Learning: Present
Religion: Absent

work-as-meaningtransformationobedience-and-authority

work-as-meaning

Each organizational culture profile reflects underlying attributes: management style, strategic plans, climate, reward system, means of bonding, leadership, and basic values.
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Strong cultures are associated with homogeneity of effort, clear focus, and higher performance in environments where unity and common vision are required.
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transformation

Toyota had just one request, and that was to allow Toyota managers, not GM managers, to run the place — and the culture shifted.
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More experienced change agents may use the OCAI to address deep obstacles to culture change and facilitate major corporate transformations.
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obedience-and-authority

For culture change to occur, the actions of managers must change — they must walk the talk.
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One or more group members may send an implicit message: 'This is an issue that must not be raised. If it is, I will be deeply hurt or uncontrollably angry.'
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Illuminates

6 published passages · book excerpt · research analysis

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