Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here for more information on Marketing Management

Sign In to gain access to subscriptions and/or personal tools.
Group & Organization Management
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Zamanou, S.
Right arrow Articles by R. Glaser, S.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Moving toward Participation and Involvement

Managing and Measuring Organizational Culture

Sonia Zamanou

Southern Illinois University at Edwardsville

Susan R. Glaser

University of Oregon

This article describes a communication intervention program designed to change the culture of a governmental organization from hierarchical and authoritarian to participative and involved. This cultural shift is then measured through a triangulation approach. Specifically, questionnaires, interview data, and direct observation were combined to study the areas of cultural change. Subjects completed the Organizational Culture scale (OCS) before the intervention and a representative sample was interviewed. Then, the entire organization participated in an organizational development program. Two years later, subjects again completed the OCS and were interviewed. The postintervention results were statistically analyzed and compared to the preintervention data. Finally, subjects were directly observed in the workplace. These observations and the interview data placed the results of statistical analyses in context by specifying and clarifying perceptions of change. Results suggest that the organization changed significantly in the following dimensions: information flow, involvement, morale, and meetings. Specific implications for management practice are discussed.

Group & Organization Management, Vol. 19, No. 4, 475-502 (1994)
DOI: 10.1177/1059601194194005
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 Management Communication QuarterlyHome page
J. A. Kolb
Let's Bring Structure Back: A Commentary
Management Communication Quarterly, May 1, 1996; 9(4): 452 - 465.
[Abstract]