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"The Third Edition of this key resource provides a means of understanding and changing organizational culture in order to make organizations more effective. It provides validated instruments for diagnosing organizational culture and management competency; a theoretical framework (competing values) for understanding organizational culture; and a systematic strategy and methodology for changing organizational culture and personal behavior. New edition includes online versions of the MSAI and OCAI assessments and new discussions of the implications of national cultural profiles"--

Synovus Financial Corporation : "Just take care of your people" /Robert Drazin, Edward D. Hess, Farah Mihoubi --FedEx Freight : putting people first /Gary W. Bouch --Role of values in high risk organizations /Karl E. Weick --Spirituality and leadership in the Marine Corps /Dan Yaroslaski, Paolo Tripodi --HomeBanc Mortgage Company : 'Quest to become America's most admired company' /Edward D. Hess --Leadership lessons from Sarah : values based leadership for everyday practice /Monica Worline, Sarah Boik --Leadership values that enable extraordinary success /Kim S. Cameron --Principled leadership : a framework for action /MaryAnn Glynn, Heather Jamerson --Forgiveness as an attribute of leadership /David S. Bright --Values and leadership in organizational crisis /Edward H. Powley, Scott N. Taylor --Making 'more Mike Stranks' : teaching values in the United States Marine Corps /Michael B. Parkyn.

Organizational downsizing is becoming pervasive as a characteristic of modern organizations, yet little scholarly literature has addressed the processes and outcomes associated with this phenomenon at the organizational level. Downsizing has often mistakenly been confused operationally with concepts such as decline, layoffs, or nonadaptability, indicating that the definition of the concept remains imprecise. This paper offers a straightforward, operational definition of downsizing. Then the literature on organizational downsizing is used to build a theoretical framework of the process of effective downsizing and the organizational changes that may accompany it. Important organizational processes, characteristics, and outcomes associated with downsizing are identified.

The importance of virtuousness in organizations has recently been acknowledged in the organizational sciences, but research remains scarce. This article defines virtuousness and connects it to scholarly literature in organizational science. An empirical study is described in which the relationships between virtuousness and performance in 18 organizations are empirically examined. Significant relationships between virtuousness and both perceived and objective measures of organizational performance were found. The findings are explained in terms of the two major functions played by virtuousness in organizations: an amplifying function that creates self-reinforcing positive spirals, and a buffering function that strengthens and protects organizations from traumas such as downsizing.

Key Features:Combines perspectives of leading management scholars on a very timely topic (virtues in organizations) that has been largely neglected in the literaturePresents cutting-edge thinking and research in multiple forms - conceptual treatments, empirical articles, cases, essays, and interviews. It serves as an ideal text for courses or training programs on ethical and positive management and leadership. Similarly, it can be used as a valuable reference for academics, trainers, consultants and professional managersTranscends academic disciplinary boundaries for greater insight and synergy of divergent perspectives about virtuous organizing and leadershipHighlights the importance of virtuous behavior and management beyond traditional business values and offers innovative thinking that can potentially infuse organizations with greater integrity and wisdomProvides real-life examples/cases of organizations that have demonstrated practical applications of virtuous management in crises, ordinary and exemplary times.