Synopses & Reviews
Genuinely useful to those interested in effectiveness, leadership, and culture.
-- Joan V. Gallos, instructor in management, Radcliffe Seminars, Harvard University
Readers will:
* Understand team and organization dynamics
* See how new technologies influence organizations
* Learn about managing across cultural boundaries
* Gain insight into overcoming cultural resistance to change...and much more!
Focusing on the complex business realities of the '90s, organizational development pioneer Edgar H. Schein updates his influential understanding of culture, and lucidly demonstrates the crucial role leaders play in successfully applying the principles of culture to achieve their organizations' goals. Schein shows how to identify, nurture, and shape the cultures of organizations in any stage of development, and presents critical new learnings and practices in the field, including additional work on subcultures. The result is a vital aid to understanding and practicing organizational effectiveness.
Review
“This easy-to-read, practical guide is packed full of ideas, tools and techniques for influencing culture…” (
Health Service Journal, 21st October 2004)
"Professional groups maintain their authority by…having specialised language, rituals and rules (Schein, 1992)." (Nursing Times, September 2006)
Synopsis
This second edition updates Schein's influential understanding of culture -- what it is, how it is created, how it evolves, and how it can be changed -- and lucidly demonstrates the crucial role leaders play in successfully applying the principles of culture to achieve their organizations' goals and fulfill their missions. Schein shows how to identify, nurture, and shape the cultures of organizations in any stage of development, and presents critical new learnings and practices in the field, including additional work on subcultures. The result is a vital aid to understanding and practicing organizational effectiveness.
Synopsis
In this third edition of his classic book, Edgar Schein shows how to transform the abstract concept of culture into a practical tool that managers and students can use to understand the dynamics of organizations and change. Organizational pioneer Schein updates his influential understanding of culture--what it is, how it is created, how it evolves, and how it can be changed. Focusing on today's business realities, Schein draws on a wide range of contemporary research to redefine culture, offers new information on the topic of occupational cultures, and demonstrates the crucial role leaders play in successfully applying the principles of culture to achieve organizational goals. He also tackles the complex question of how an existing culture can be changed--one of the toughest challenges of leadership. The result is a vital resource for understanding and practicing organizational effectiveness.
Synopsis
An updated classic, now available in paperback: "Genuinely useful to those interested in effectiveness, leadership, and culture." -- Joan V. Gallos, instructor in management, Radcliffe Seminars, Harvard University Focusing on the complex business realities of the 1990s, organizational development pioneer Edgar H. Schein transforms the abstract concept of culture into a practical tool that managers and students can use to understand the dynamics of organizations and change.
Description
A joint publication in the Jossey-Bass business & management series and the Jossey-Bass psychology series Includes bibliographical references (p. 393-406) and index.
About the Author
Edgar H. Schein is Sloan Fellows Professor of Management Emeritus and a senior lecturer at the Sloan School of Management at the Massachusetts Institute of Technology. He is founding editor of the journal of the Society for Organizational Learning, and author of numerous books, including The Corporate Culture Survival Guide.
Table of Contents
Preface.
The Author.
Part One: Organizational Culture and Leadership Defined.
1. The Concept of Organizational Culture: Why Bother?
2. The Levels of Culture.
3. Cultures in Organizations: Two Case Examples.
4. How Culture Emerges in New Groups.
Part Two: The Dimensions of Culture.
5. Assumptions About External Adaptation Issues.
6. Assumptions About Managing Internal Integration.
7. Deeper Cultural Assumptions About Reality and Truth.
8. Assumptions About the Nature of Time and Space.
9. Assumptions About Human Nature, Activity, and Relationships.
10. Cultural Typologies.
11. Deciphering Culture.
Part Three: The Leadership Role in Culture Building, Embedding, and Evolving.
12. How Leaders Begin Culture Creation.
13. How Leaders Embed and Transmit Culture.
14. The Changing Role of Leadership in Organizational “Midlife”.
15. What Leaders Need to Know About How Culture Changes.
16. A Conceptual Model for Managed Culture Change.
17. Assessing Cultural Dimensions: A Ten-Step Intervention.
18. A Case of Organizational (Cultural?) Change.
19. The Learning Culture and the Learning Leader.
References.
Index.