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2 of 2 people found the following review helpful
5.0 out of 5 stars Leadership and Change Management Reference
This is the textbook of choice for the Henley Business School MBA Leadership and Change module. It is very well written and logical in its approach. It also supports all its theories with useful practical hints and aide-memoires. For me, well worth the cost.
Published on 8 Aug 2012 by Mr. Timothy S. Mann

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5 of 7 people found the following review helpful
1.0 out of 5 stars Ohhh per... lease!
This book begins by making a logical leap that is not academically credible, and then attempts to reduce the complexity the of human interactions that make up culture into a multiple choice questionnaire similar to that used to define the nation's favorite breakfast cereal. It then suggests a mechanism to change culture that is a basic gap analysis with an extra step to...
Published 21 months ago by Richie


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2 of 2 people found the following review helpful
5.0 out of 5 stars Leadership and Change Management Reference, 8 Aug 2012
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This review is from: Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (Paperback)
This is the textbook of choice for the Henley Business School MBA Leadership and Change module. It is very well written and logical in its approach. It also supports all its theories with useful practical hints and aide-memoires. For me, well worth the cost.
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1 of 1 people found the following review helpful
4.0 out of 5 stars Accessible, practical and evidence based, 17 Dec 2012
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This review is from: Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (Paperback)
The C&Q approach to culture makes sense to clients while drawing on a solid evidence base. It simplifies usefully while reminaing rooted in the full complexity of the topic. The questionairre and management skills profiling tool provide practical ways to understand how teams and organisations have created their culture and the trade-offs that would be required to change it. The behaviourist approach that this book embodies runs counter to, say, Schein's approach to having groups self-diagnose with a specific purpose to their inquiry in mind but I've now used this in both a corporate and a healthcare setting and it performed a real service in helping groups to surface and address cutltural issues that had only previously generated conflict.
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1 of 1 people found the following review helpful
4.0 out of 5 stars practical and informative, 29 Nov 2012
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This review is from: Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (Paperback)
The authors have done a good job on a very difficult and complex subject of organisation culture. The book contains very good references to materials on organisation culture. Like any book on measuring the culture there are advantages and disadvantages in the proposed method. I like the simplicity of the 2 by 2 matrix in classifying an organisation culture. The book contains all required information for one to use the model to collect data, analyse and interpret the information on potential characteristics of the organisation culture.
Wars at Work: An Action Guide For Resolving Workplace Battles
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4.0 out of 5 stars good information, 16 Aug 2013
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This review is from: Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (Paperback)
great reference book and a good resource to have to hand for consultants and trainers.

Not sure why this theory has not gained a lot more momentum in UK but it provides information around changes in culture and how to progress effectively.
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5.0 out of 5 stars Informative & practical, 2 Jun 2013
Excellent, easy to read and very practical. There are lots of ideas for application and how to take a holistic approach to change.
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5 of 7 people found the following review helpful
1.0 out of 5 stars Ohhh per... lease!, 5 Dec 2012
This review is from: Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (Paperback)
This book begins by making a logical leap that is not academically credible, and then attempts to reduce the complexity the of human interactions that make up culture into a multiple choice questionnaire similar to that used to define the nation's favorite breakfast cereal. It then suggests a mechanism to change culture that is a basic gap analysis with an extra step to make it look original.

The theory assumes that organisational culture is a single entity, without considering if the cleaners might not share the culture of the executives. It ignores professional cultures, micro-cultures and other important cultural facets. It seems to me that this view is one that deserves a two-by-two grid - and anyone who thinks that culture can be reduced to this level of simplicity simply wants a easy mark for an essay rather than a real view of what culture actually does mean. If you want a proper book on culture read Schein Organizational Culture and Leadership (The Jossey-Bass Business & Management Series).

Simply don't waste your time on this nonsense.
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