To alter an organization’s culture, change agents must first understand its attitudes, beliefs and assumptions. Marc Schabracq’s innovative new book is based on a fresh way of thinking that deals with both the functional and structural features of cultures. Focusing on the greatest barrier to organizational change - the attitudes and assumptions of people – it offers three approaches that collectively assist the change process: changing goals through the leader; improving effectiveness through the members; and enriching assumptions through group dialogue. The scales, checklists and exercises are available online. A priceless resource for consultants and change agents, Changing Organizational Culture is also valuable reading for senior managers and business students interested in the change process.

How do people react to significant organizational change? Do we see ourselves as helping change to come about, or allowing change to happen around us? How can we adapt more easily to change? Based around an illuminating extended case-study, this important text uncovers the reality of organizational change. From planning and inception to project management and engagement, this book explores the views and reactions of various stakeholders undergoing real-life change processes. Drawing on theories of organizational culture, it helps us to understand how organizations can promote change without alienating the people needed to implement it. Changing Organizational Culture represents an original and timely addition to the literature on organizational change. It is vital reading for all students, researchers and practitioners working in organizational theory and behaviour, change management and HRM.

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.

The revolutionary study of how the place where wegrew up shapes the way we think, feel, and act--with new dimensions and perspectives Based on research conducted in more than seventy countries over a forty-year span,Cultures and Organizations examines what drives people apart—when cooperationis so clearly in everyone’s interest. With major new contributions from MichaelMinkov’s analysis of data from the World Values Survey, as well as an account ofthe evolution of cultures by Gert Jan Hofstede, this revised and expanded edition: Reveals the “moral circles” from which national societiesare built and the unexamined rules by which people think,feel, and act Explores how national cultures differ in the areas of inequality,assertiveness versus modesty, and tolerance for ambiguity Explains how organizational cultures differ from nationalcultures—and how they can be managed Analyzes stereotyping, differences in language, cultural rootsof the 2008 economic crisis, and other intercultural dynamics

The advent of globally networked information is a historic change and educational, commercial and industrial institutions depend on its effective exploitation for success. This book looks at the cultural and human factors which are often the biggest obstacles and at how they may be overcome, through understanding recent developments in technical services, the difference between service and technical orientation, organizational culture, the role of subject expertise and the cultural heritage of the information profession.

This text has a traditional organization with a focus on today's students to compete and to manage domestic and international diversity in an increasingly multinational business arena.