Diagnosing and Changing Organizational Culture PDF
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Cameron.ffirs 10/11/05 1:46 PM Page iii Diagnosing and Changing Organizational Culture Based on the Competing Values Framework REVISED EDITION The Jossey-Bass Business & Management Series Cameron.ffirs 10/11/05 1:46 PM Page i Diagnosing and Changing Organizational Culture Cameron.ffirs 10/11/05 1:46 PM Page ii Kim S. Cameron Robert E. Quinn Cameron.ffirs 10/11/05 1:46 PM Page iii Diagnosing and Changing Organizational Culture Based on the Competing Values Framework REVISED EDITION The Jossey-Bass Business & Management Series Cameron.ffirs 10/11/05 1:46 PM Page iv Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved. Published by Jossey-Bass A Wiley Imprint 989 Market Street, San Francisco, CA 94103-1741 www.josseybass.com No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the Web at www.copyright.com. Requests to the publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax 201-748-6008, or online at www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages. Jossey-Bass books and products are available through most bookstores. To contact Jossey-Bass directly call our Customer Care Department within the U.S. at 800-956-7739, outside the U.S. at 317-572-3986, or fax 317-572-4002. Jossey-Bass also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic books. First edition was published under same title by Addison-Wesley in 1999. Library of Congress Cataloging-in-Publication Data Cameron, Kim S. Diagnosing and changing organizational culture : based on the competing values framework / Kim S. Cameron, Robert E. Quinn.—Revised ed. p. cm.—(The Jossey-Bass business & management series) Includes bibliographical references and index. ISBN-13 978-0-7879-8283-6 (alk. paper) ISBN-10 0-7879-8283-0 (alk. paper) 1. Organizational change. 2. Corporate culture. I. Quinn, Robert E. II. Title. III. Series. HD58.8.C32 2006 658.4'06—dc22 2005023398 Printed in the United States of America REVISEDEDITION PB Printing 10 9 8 7 6 5 4 3 2 1 Cameron.ftoc 10/11/05 1:47 PM Page v Contents Preface vii Acknowledgments xi The Authors xii 1. An Introduction to Changing Organizational Culture 1 The Need to Manage Organizational Culture 2 The Need for Culture Change 7 The Power of Culture Change 12 The Meaning of Organizational Culture 16 Caveats 19 2. The Organizational Culture Assessment Instrument 23 Instructions for Diagnosing Organizational Culture 24 Scoring the OCAI 25 3. The Competing Values Framework 31 The Value of Frameworks 31 Development of the Competing Values Framework 33 The Four Major Culture Types 37 Applicability of the Competing Values Model 45 Total Quality Management 49 Human Resource Management Roles 51 Culture Change over Time 53 Culture Change in a Mature Organization 57 Summary 59 v Cameron.ftoc 10/11/05 1:47 PM Page vi vi CONTENTS 4. Constructing an Organizational Culture Profile 63 Plotting a Profile 63 Interpreting the Culture Profiles 69 Summary 81 5. Using the Framework to Diagnose and Change Organizational Culture 83 Planning for Culture Change: An Example 85 Steps for Designing an Organizational Culture Change Process 87 Supplementing the OCAI Methodology 105 6. Individual Change as a Key to Culture Change 117 Critical Management Skills 118 Personal Management Skills Profile 122 Personal Improvement Agendas 132 7. A Condensed Formula for Organizational Culture Change 139 Appendix A: Organizational Culture Assessment Instrument (OCAI): Definition, Dimensions, Reliability, and Validity 143 Appendix B: Psychometric Analyses of the Management Skills Assessment Instrument (MSAI) 163 Appendix C: Hints for Initiating Organizational Culture Change in Each Quadrant 185 Appendix D: Suggestions for Improving Personal Management Competencies 197 Appendix E: Forms for Plotting Profiles 221 References and Suggested Reading 227 Index 234 Cameron.fpref 10/11/05 1:47 PM Page vii Preface This book was written to help you diagnose and initiate change in organizational culture, whether you are a manager, teacher, consul- tant, or change agent. We were motivated to write this book be- cause of our own observation that organizations often fail in their change and improvement efforts because of their inability to bring about culture change. We were also motivated because of our con- viction that the Competing Values Framework can be effectively applied to several important aspects of organizational and personal performance. We know of consulting firms in several countries that have adopted the framework as a key part of their services. And we know of business, government, and educational organizations that have dramatically improved their performance as a result of apply- ing the processes and approaches explained in the book, as well as individual managers who have become more effective by personal- izing the principles we discuss. Of course, we don’t claim to have found a silver bullet or a panacea for all organizational and man- agerial problems. Rather, we have written the book to share a set of tools and procedures that our own empirical research and consult- ing experiences have found to be useful in assisting with cultural and personal change in organizations. This book will be most useful to (1) consultants and change agents charged with helping organizations and managers im- plement change and with making sense of their own culture; (2) teachers interested in helping students understand organizational culture, the change process, and the power of theoretical frame- works in guiding change efforts; and (3) managers who are interested vii
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