Diagnosing and Changing Organizational Culture or Managerial Dilemmas

Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework

Author: Kim S Cameron

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.

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Helps managers, change agents, and scholars understand, diagnose, and facilitate transformation of an organization's culture. Provides a theoretical framework for understanding organizational culture, a systematic strategy and methodology for changing organizational culture and personal behavior, and instruments for diagnosing organizational culture and management competency. Instruments can be used to plot organizational culture, and material as a whole can be used as a resource for leading a culture change process. Annotation c. by Book News, Inc., Portland, Or.

Look this: At Grandmothers Table or New Basics Cookbook

Managerial Dilemmas: The Political Economy of Hierarchy

Author: Gary J Miller

In organization theory a schism has developed between the traditional organizational behavior literature, based in psychology, sociology and political science, and the more analytically rigorous field of organizational economics. The former stresses the importance of managerial leadership and cooperation among employees, while the latter focuses on the engineering of incentive systems that will induce efficiency, and profitability, by rewarding worker self-interest.In this innovative book, Gary Miller bridges the gap between these literatures. He demonstrates that it is impossible to design an incentive system based on self-interest that will effectively discipline all subordinates and superiors and obviate or overcome the roles of political conflict, collective action, and leadership in an organization. Applying game theory to the analysis of the roles of cooperation and political leadership in organizational hierarchies, he concludes that the organization whose managers can inspire cooperation and the transcendence of short-term interest in its employees enjoys a competitive advantage.

Table of Contents:

List of tables and figures; Series editors' preface; Acknowledgements;

Part I. Why Have Hierarchy?:

1. Market failures and hierarchical solutions: the tension between individual and social rationality;
2. Bargaining failure: coordination, bargaining, and contracts;
3. Voting failure: social choice in a dictatorial hierarchy;

Part II. Managerial Dilemmas:
4. Horizontal dilemmas: social choice in a decentralised hierarchy;
5. Vertical dilemmas: piece-rate incentives and credible commitments;
6. Hidden action in hierarchies: principals, agents, and teams;
7. Hidden information in hierarchies: the logical limits of mechanism design;
8. Hierarchical failures and market solutions: can competition create efficient incentives for managers?

Part III. Cooperation and Leadership:
9. The possibilities of cooperation: repeated vertical dilemmas;
10. The indeterminacy of cooperation: conventions, culture, and commitments;
11. The political economy of hierarchy: commitment, leadership and property rights; Epilogue: politics, rationality, and efficiency; References; Name index; Subject index.