By Kim S. Cameron
Diagnosing and altering Organizational tradition offers a framework, a sense-making software, a suite of systematic steps, and a technique for aiding managers and their agencies conscientiously examine and change their primary tradition. Authors, Cameron and Quinn specialize in the equipment and mechanisms which are on hand to aid managers and alter brokers rework the main basic parts in their companies. The authors additionally offer tools to aid contributors consultant the switch approach on the most elementary level—culture. Diagnosing and altering Organizational tradition bargains a scientific technique for inner or exterior swap brokers to facilitate foundational switch that during flip makes it attainable to help and complement other forms of swap tasks.
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Extra info for Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (The Jossey-Bass Business & Management Series)
Sample text
Three months later, the customer would be driving down the road and wouldn’t be able to figure out where that terrible smell was coming from. It would be my rotten sandwich in the door,” he chuckled to himself. Or he would put loose screws in a compartment of the frame that was to be welded shut. People riding in the car would never be able to tell exactly where that rattle was coming from because it would reverberate throughout the entire car. “They’ll never figure it out,” he said. “Now,” he commented, “because the number of job classifications has been so dramatically reduced [from more than 150 to 6], we have all been allowed to have personal business cards and to make up our own titles.
Culture Type: HIERARCHY Orientation: CONTROLLING Leader Type: Coordinator Monitor Organizer Value Drivers: Efficiency Timeliness Consistency and uniformity Theory of Control and efficiency Effectiveness: with capable processes produce effectiveness. Culture Type: MARKET Orientation: COMPETING Leader Type: Hard driver Competitor Producer Value Drivers: Market share Goal achievement Profitability Theory of Aggressively competing Effectiveness: and customer focus produce effectiveness. c03 10/11/05 2:30 PM Page 47 THE COMPETING VALUES FRAMEWORK 47 or more of the culture types identified by the framework.
2 The Competing Values of Leadership, Effectiveness, and Organizational Theory Culture Type: CLAN Orientation: COLLABORATIVE Leader Type: Facilitator Mentor Team builder Value Drivers: Commitment Communication Development Theory of Human development Effectiveness: and participation produce effectiveness. Culture Type: ADHOCRACY Orientation: CREATIVE Leader Type: Innovator Entrepreneur Visionary Value Drivers: Innovative outputs Transformation Agility Theory of Innovativeness, vision, Effectiveness: and new resources produce effectiveness.