Search Results for: Diagnosing And Changing Organizational Culture
Diagnosing and Changing Organizational Culture
Author: Kim S. Cameron
Publisher: John Wiley & Sons
ISBN: 9780470650264
Category: Business & Economics
Page: 288
View: 750
Download NowLanguage: en
Pages: 288
Pages: 288
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
Language: en
Pages: 221
Pages: 221
This book's main purpose is to help readers to diagnose and facilitate the change of an organisation's culture in order to enhance its effectiveness. Using the workbook, individuals can complete the instruments provided and plot their own culture profile, and lead a culture change process.
Language: en
Pages: 256
Pages: 256
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
Language: en
Pages: 665
Pages: 665
The Second Edition provides an overview of current research, theory and practice in this expanding field. The editorial team and the authors come from diverse professional and geographical backgrounds, and provide an unprecedented coverage of topics relating to both culture and climate of modern organizations.
Language: en
Pages: 832
Pages: 832
Market-leading ORGANIZATION DEVELOPMENT AND CHANGE, 10th Edition blends rigor and relevance in a comprehensive and clear presentation. The authors work from a strong theoretical foundation to describe, in practical terms, how behavioral science knowledge can be used to develop organizational strategies, structures, and processes. Important Notice: Media content referenced within