Summary and Info
Diagnosing and Changing Organizational Culture provides a framework, a sense-making tool, a set of systematic steps, and a methodology for helping managers and their organizations carefully analyze and alter their fundamental culture. Authors, Cameron and Quinn focus on the methods and mechanisms that are available to help managers and change agents transform the most fundamental elements of their organizations. The authors also provide instruments to help individuals guide the change process at the most basic level—culture. Diagnosing and Changing Organizational Culture offers a systematic strategy for internal or external change agents to facilitate foundational change that in turn makes it possible to support and supplement other kinds of change initiatives.
More About the Author
Kim Sterling Cameron (born 1946) is the William Russell Kelly Professor of Management and Organizations at the Ross School of Business at the University of Michigan.
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Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (The Jossey-Bass Business & Management Series) 0 out of 5 stars based on 0 ratings.