Organizational Culture and Leadership is the classic reference for managers and students seeking a deeper understanding of the inter-relationship of organizational culture dynamics and leadership. Author Edgar Schein is the ‘father’ of organizational culture, world-renowned for his expertise and research in the field; in this book, he analyzes and illustrates through cases the abstract concept of culture and shows its importance to the management of organizational change. This new fifth edition shows how culture has become a popular concept leading to a wide variety of research and implementation by various organizations and expands the focus on the role of national cultures in influencing culture dynamics, including some practical concepts for how to deal with international differences.
Special emphasis is given to how the role of leadership varies with the age of the organization from founding, through mid-life to old age as the cultural issues vary at each stage. How culture change is managed at each stage and in different types of organizations is emphasized as a central concern of leader behavior..
This landmark book is considered the defining resource in the field. Drawing on a wide range of research, this fifth edition contains 25 percent new and revised material to provide the most relevant new concepts and perspectives alongside the basic culture model that has helped to define the field.
Dig into assumptions and typologies to decipher organizational culture
- Learn how culture begins, thrives, or dies with leadership
- Manage cultural change effectively and appropriately
- Understand the leader’s role in managing disparate groups
The resurgence of interest in organizational culture has spurred an awakening in research, and new information is continuously coming to light. Outdated practices are being replaced by more effective methods, and the resulting shift affects organizations everywhere. Organizational Culture and Leadership is an essential resource for scholars, consultants and leaders seeking continuous improvement in the face of today’s business realities.
Table of contents
Preface to Fourth Edition
How Is This Book Different from the Second Edition of My 2009 Corporate Culture Survival Guide?
How This Book Is Organized
I. Organizational Culture and Leadership Defined
1. THE CONCEPT OF ORGANIZATIONAL CULTURE: WHY BOTHER?
1.1. What Needs to Be Explained?
1.2. How Does the Concept of Culture Help?
1.3. Culture: An Empirically Based Abstraction
1.4. Culture Formally Defined
1.5. Culture Content
1.6. Can Culture Be Inferred from Only Behavior?
1.7. Do Occupations Have Cultures?
1.8. Summary and Conclusions
2. THE THREE LEVELS OF CULTURE
2.2. Espoused Beliefs and Values
2.3. Basic Underlying Assumptions
2.4. Summary and Conclusions
3. CULTURES IN ORGANIZATIONS: TWO CASE EXAMPLES
3.1. The Digital Equipment Corp.
3.3. Summary and Conclusions
4. MACROCULTURES, SUBCULTURES, AND MICROCULTURES
4.1. Three Generic Subcultures
4.3. Summary and Conclusions
II. The Dimensions of Culture
5. ASSUMPTIONS ABOUT EXTERNAL ADAPTATION ISSUES
5.1. Shared Assumptions About Mission, Strategy, and Goals
5.2. Shared Assumptions About Goals Derived from the Mission
5.3. Shared Assumptions About Means to Achieve Goals: Structure, Systems, and Processes
5.4. Shared Assumptions About Measuring Results and Correction Mechanisms
5.5. Shared Assumptions About Remedial and Repair Strategies
5.6. Summary and Conclusions
6. ASSUMPTIONS ABOUT MANAGING INTERNAL INTEGRATION
6.1. Creating a Common Language and Conceptual Categories
6.2. Defining Group Boundaries and Identity
6.3. Distributing Power, Authority, and Status
6.4. Developing Rules for Relationships
6.5. Allocating Rewards and Punishment
6.6. Managing the Unmanageable and Explaining the Unexplainable
6.7. Summary and Conclusions
7. DEEPER CULTURAL ASSUMPTIONS: WHAT IS REALITY AND TRUTH?
7.1. Shared Assumptions About the Nature of Reality and Truth
7.2. High Context and Low Context
7.4. What Is “Information”?
7.5. Summary and Conclusions
8. DEEPER CULTURAL ASSUMPTIONS: THE NATURE OF TIME AND SPACE
8.1. Assumptions About Time
8.2. Assumptions About the Nature of Space
8.3. Distance and Relative Placement
8.4. Summary and Conclusions
9. DEEPER CULTURAL ASSUMPTIONS: HUMAN NATURE, ACTIVITY, AND RELATIONSHIPS
9.1. Assumptions About Human Nature
9.2. Assumptions About Appropriate Human Activity
9.3. Assumptions About the Nature of Human Relationships
9.4. Summary and Conclusions
10. CULTURE TYPOLOGIES AND CULTURE SURVEYS
10.1. Why Typologies and Why Not?
10.2. Typologies That Focus on Assumptions About Authority and Intimacy
10.3. Typologies of Corporate Character and Culture
10.4. Examples of Using A Priori Criteria for Culture Evaluation
10.5. Summary and Conclusions
11. DECIPHERING ORGANIZATIONAL CULTURES
11.1. Why Decipher Culture?
11.2. Ethical Issues in Deciphering Culture
11.3. Summary and Conclusions
III. The Leadership Role in Building, Embedding, and Evolving Culture
12. HOW CULTURE EMERGES IN NEW GROUPS
12.1. Group Formation Through Originating and Marker Events
12.2. Stage 1: Dealing with Assumptions About Authority
12.3. Stage 2: Building Norms Around Intimacy
12.4. Stage 3: Group Work and Functional Familiarity
12.5. Stage 4: Group Maturity
12.6. Summary and Conclusions
13. HOW FOUNDERS/LEADERS CREATE ORGANIZATIONAL CULTURES
13.1. Culture Beginnings Through Founder/Leader Actions
13.2. Summary and Conclusions
14. HOW LEADERS EMBED AND TRANSMIT CULTURE
14.1. How Leaders Embed Their Beliefs, Values, and Assumptions
14.2. Secondary Articulation and Reinforcement Mechanisms
14.3. Summary and Conclusions
15. THE CHANGING ROLE OF LEADERSHIP IN ORGANIZATIONAL “MIDLIFE”
15.1. Differentiation and the Growth of Subcultures
15.2. Summary and Conclusions
16. WHAT LEADERS NEED TO KNOW ABOUT HOW CULTURE CHANGES
16.1. Founding and Early Growth
16.2. Transition to Midlife: Problems of Succession
16.3. Organizational Maturity and Potential Decline
16.4. Summary and Conclusions
IV. How Leaders Can Manage Culture Change
17. A CONCEPTUAL MODEL FOR MANAGED CULTURE CHANGE
17.1. The Psycho-Social Dynamics of Organizational Change
17.3. Survival Anxiety Versus Learning Anxiety
17.4. How to Create Psychological Safety
17.5. Cognitive Restructuring
17.7. Principles in Regard to Culture Change
17.8. Summary and Conclusions
18. CULTURE ASSESSMENT AS PART OF MANAGED ORGANIZATIONAL CHANGE
18.1. Rapid Deciphering—A Multistep Group Process
18.2. What If Culture Elements Need to Change?
18.3. Summary and Conclusions
19. ILLUSTRATIONS OF ORGANIZATIONAL CULTURE CHANGES
19.1. Illustration 1. Beta Service Company—Rapid Change Through Behavior Modification
19.2. Illustration 2. MA-COM—Revising a Change Agenda as a Result of Cultural Insight
19.3. Illustration 3. U.S. Army Corps of Engineers—Reassessing Mission
19.4. Illustration 4. Apple Computer—Culture Assessment as Part of a Long-Range Planning Process
19.5. Illustration 5: Ciba-Geigy—Did the Culture Change?
19.6. Summary and Conclusions
V. New Roles for Leaders and Leadership
20. THE LEARNING CULTURE AND THE LEARNING LEADER
20.1. What Might a Learning Culture Look Like?
20.2. Why These Dimensions?
20.3. Learning-Oriented Leadership
20.4. Implications for the Selection and Development of Leaders
20.5. Summary and Conclusions
21. CULTURAL ISLANDS: MANAGING MULTICULTURAL GROUPS
21.1. Cultural Intelligence
21.2. The Concept of a Temporary Cultural Island
21.3. Dialogue as a Cultural Island for Multicultural Exploration
21.4. Summary and Conclusions
21.5. A Final Word
- Publisher : Jossey-Bass; 4th edition (August 16, 2010)
- Language : English
- Paperback : 464 pages
- ISBN-10 : 0470190604
- ISBN-13 : 978-0470190609
- Item Weight : 1.46 pounds
- Dimensions : 6.8 x 1.5 x 9.1 inches