ORGANIZATIONAL CULTURE MANAGEMENT: A MODEL BASED ON THE COMPETING VALUES FRAMEWORK

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RANAEI KORD SHOULI H.A.

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Paper Information

Journal: IRANIAN JOURNAL OF MANAGEMENT SCIENCES Year:2007 | Volume:2 | Issue:6 Page(s): 69-94

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Information Journal Paper

Title

ORGANIZATIONAL CULTURE MANAGEMENT: A MODEL BASED ON THE COMPETING VALUES FRAMEWORK

Author(s)

RANAEI KORD SHOULI H.A. | Issue Writer Certificate

Keywords

ORGANIZATIONAL CULTURE MANAGEMENTQ3

COMPETING VALUES FRAMEWORKQ3

ORGANIZATIONAL CULTURAL TYPESQ3

Abstract

This paper tends to show how managers may improve the long term effectiveness of their organizations though a suitable ORGANIZATIONAL CULTURE MANAGEMENT. For this purpose, first the specific features of the existing studies and models have been reviewed, then a process model for ORGANIZATIONAL CULTURE MANAGEMENT has been suggested. In order to implement the suggested process, a conceptual model has been designed focusing on three major factors that shape culture, characteristics f organizational culture (values), and the outcomes of organizational culture.The proposed model has used COMPETING VALUES FRAMEWORK to diagnose the ideal and existing culture; this framework describes the four cultural types.Finally, it proposes a specific framework for the gap analysis; formulating, implementing and evaluating cultural change plans.

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APA: Copy

RANAEI KORD SHOULI, H.A.. (2007). ORGANIZATIONAL CULTURE MANAGEMENT: A MODEL BASED ON THE COMPETING VALUES FRAMEWORK. IRANIAN JOURNAL OF MANAGEMENT SCIENCES, 2(6), 69-94. SID. https://sid.ir/paper/130345/en

Vancouver: Copy

RANAEI KORD SHOULI H.A.. ORGANIZATIONAL CULTURE MANAGEMENT: A MODEL BASED ON THE COMPETING VALUES FRAMEWORK. IRANIAN JOURNAL OF MANAGEMENT SCIENCES[Internet]. 2007;2(6):69-94. Available from: https://sid.ir/paper/130345/en

IEEE: Copy

H.A. RANAEI KORD SHOULI, “ORGANIZATIONAL CULTURE MANAGEMENT: A MODEL BASED ON THE COMPETING VALUES FRAMEWORK,” IRANIAN JOURNAL OF MANAGEMENT SCIENCES, vol. 2, no. 6, pp. 69–94, 2007, [Online]. Available: https://sid.ir/paper/130345/en

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