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.

A revised edition of the classic text on the sociology of management and organization.

Interest in anthropology and ethnography has been an ongoing feature of organizational research and pedagogy; this book provides a key reference text that pulls together the different ways in which anthropology infuses the study of organizations, both epistemologically and methodologically. The volume hosts key scholars and experts within the fields of Organizational Anthropology, Organizational Ethnography, Organizational Studies and Qualitative Research. The book provides a combination of methodological guidelines, exemplars and epistemological reflection. It includes methodological viewpoints, ethnographic journeys within organizations as well as beyond organizations, and individual reflections on challenges faced by organizational ethnographers. This book is aimed at PhD, master and advanced undergraduate students and researchers across disciplines, especially those who are engaged with general management, organizational behaviour, strategy and anthropological/ethnographic issues.

Following the 1833 Treaty of Chicago, the Potawatomis, once concentrated around southern Lake Michigan, increasingly dispersed into nine bands across four states, two countries, and a thousand miles. How is it, author Christopher Wetzel asks, that these scattered people, with different characteristics and traditions cultivated over two centuries, have reclaimed their common cultural heritage in recent years as the Potawatomi Nation? And why a “nation”—not a band or a tribe—in an age when nations seem increasingly impermanent? Gathering the Potawatomi Nation explores the recent invigoration of Potawatomi nationhood, looks at how marginalized communities adapt to social change, and reveals the critical role that culture plays in connecting the two. Wetzel’s perspective on recent developments in the struggle for indigenous sovereignty goes far beyond current political, legal, and economic explanations. Focusing on the specific mechanisms through which the Potawatomi Nation has been reimagined, “national brokers,” he finds, are keys to the process, traveling between the bands, sharing information, and encouraging tribal members to work together as a nation. Language revitalization programs are critical because they promote the exchange of specific cultural knowledge, affirm the value of collective enterprise, and remind people of their place in a larger national community. At the annual Gathering of the Potawatomi Nation, participants draw on this common cultural knowledge to integrate the multiple meanings of being Potawatomi. Fittingly, the Potawatomis themselves have the last word in this book: members respond directly to Wetzel’s study, providing readers with a unique opportunity to witness the conversations that shape the ever-evolving Potawatomi Nation. Combining social and cultural history with firsthand observations, Gathering the Potawatomi Nation advances both scholarly and popular dialogues about Native nationhood. Published through the Recovering Languages and Literacies of the Americas initiative, supported by the Andrew W. Mellon Foundation.

Wars of Position analyses the UK left’s most public periodical under Thatcherism: Marxism Today. It connects the periodical’s political-ideological and cultural transformation via its relationship with the Communist Party, production, distribution, publicity, media relations, cultural coverage, design, and writing style.

Here, the author assesses our modern book culture by focusing on five key elements including the explosion of retail bookstores like Barnes & Noble and Borders, and the formation of the Oprah Book Club.

Going far beyond previous empirical work, John Kotter and James Heskett provide the first comprehensive critical analysis of how the "culture" of a corporation powerfully influences its economic performance, for better or for worse. Through painstaking research at such firms as Hewlett-Packard, Xerox, ICI, Nissan, and First Chicago, as well as a quantitative study of the relationship between culture and performance in more than 200 companies, the authors describe how shared values and unwritten rules can profoundly enhance economic success or, conversely, lead to failure to adapt to changing markets and environments. With penetrating insight, Kotter and Heskett trace the roots of both healthy and unhealthy cultures, demonstrating how easily the latter emerge, especially in firms which have experienced much past success. Challenging the widely held belief that "strong" corporate cultures create excellent business performance, Kotter and Heskett show that while many shared values and institutionalized practices can promote good performances in some instances, those cultures can also be characterized by arrogance, inward focus, and bureaucracy -- features that undermine an organization's ability to adapt to change. They also show that even "contextually or strategically appropriate" cultures -- ones that fit a firm's strategy and business context -- will not promote excellent performance over long periods of time unless they facilitate the adoption of strategies and practices that continuously respond to changing markets and new competitive environments. Fundamental to the process of reversing unhealthy cultures and making them more adaptive, the authors assert, is effective leadership. At the heart of this groundbreaking book, Kotter and Heskett describe how executives in ten corporations established new visions, aligned and motivated their managers to provide leadership to serve their customers, employees, and stockholders, and thus created more externally focused and responsive cultures.