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.

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.

Preface ixAcknowledgments xvThe Authors xvii1. An Introduction to Changing Organizational Culture 1The Need to Manage Organizational Culture 2The Need for Culture Change 9The Power of Culture Change 14The Meaning of Organizational Culture 18Levels of Analysis 21Caveats 232. The Organizational Culture Assessment Instrument 27Instructions for Diagnosing Organizational Culture 28Scoring the OCAI 333. The Competing Values Framework 35The Value of Frameworks 35Development of the Competing Values Framework 38The Four Major Culture Types 41Applicability of the Competing Values Model 51Total Quality Management 56Human Resource Management Roles 58Corporate Missions and Visions 60Culture Change over Time 64Culture Change in a Mature Organization 68Summary 704. Constructing an Organizational Culture Profile 73Plotting a Profile 73Interpreting the Culture Profiles 80Summary 945. Using the Framework to Diagnose and Change Organizational Culture 95Planning for Culture Change: An Example 97Steps for Designing an Organizational Culture Change Process 101Supplementing the OCAI Methodology 1216. Individual Change as a Key to Culture Change 135Critical Management Skills 136Personal Management Skills Profile 141Personal Improvement Agendas 1517. A Condensed Formula for Organizational Culture Change 159Diagnosis 160Interpretation 161Implementation 162Summary 163Appendix A: Organizational Culture Assessment Instrument: Definition, Dimensions, Reliability, and Validity 165Appendix B: Psychometric Analyses of the Management Skills Assessment Instrument 185Appendix C: Hints for Initiating Organizational Culture Change in Each Quadrant 209Appendix D: Suggestions for Improving Personal Management Competencies 221Appendix E: Forms for Plotting Profiles 247References and Suggested Reading 253Index 261