Organizational Culture and Leadership – by Schein Edgar H. (2010)

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 Outdated practices are being replaced by more effective methods, and the resulting shift affects organizations everywhere.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.

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Table of contents

Copyright

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

Acknowledgments

The Author

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

2.1. Artifacts

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.

3.2. Ciba-Geigy

3.3. Summary and Conclusions

4. MACROCULTURES, SUBCULTURES, AND MICROCULTURES

4.1. Three Generic Subcultures

4.2. Microcultures

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

7.3. Moralism-Pragmatism

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

17.2. Unfreezing/Disconfirmation

17.3. Survival Anxiety Versus Learning Anxiety

17.4. How to Create Psychological Safety

17.5. Cognitive Restructuring

17.6. Refreezing

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

REFERENCES

 

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