Diagnosing and changing organizational culture : based on the competing values framework / Kim S. Cameron, Robert E. Quinn.

Incluye bibliografía (pages 253-259).

1. An introduction to changing organizational culture -- The need to manage organizational culture -- The need for culture change -- The power of culture change -- The meaning of organizational culture -- Levels of analysis -- Caveats -- 2. The organizational culture assessment instrument -- Instructions for diagnosing organizational culture -- Scoring the OCAI -- 3. The competing values framework -- The value of frameworks -- Development of the competing values framework -- The four major culture types -- Applicability of the competing values model -- Total quality management -- Human resource management roles -- Corporate missions and visions -- Culture change over time -- Culture change in a mature organization -- 4. Constructing an organizational culture profile -- Plotting a profile -- Interpreting the culture profiles -- 5. Using the framework to diagnose and change organizational culture -- Planning for culture change: an example -- Steps for designing an organizational culture change process -- Supplementing the OCAI methodology -- 6. Individual change as a key to culture change -- Critical management skills -- Personal management skills profile -- Personal improvement agendas -- 7. A condensed formula for organizational culture change -- Diagnosis -- Interpretation -- Implementation.