book

Organizational Culture and Leadership, 5th Edition

Name: Organizational Culture and Leadership, 5th Edition
ISBN: 9781119212041

by Edgar H. Schein, Peter Schein

December 2016

Beginner

416 pages

10h 39m

English

Wiley

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Acknowledgments
Preface
Foreword
About the Authors
Part One: Defining the Structure of Culture
1 How to Define Culture in General
The Problem of Defining Culture ClearlySummary and ConclusionsSuggestions for Readers
2 The Structure of Culture
Three Levels of AnalysisSummary and ConclusionsSuggestions for Readers
3 A Young and Growingxs U.S. Engineering Organization
Case 1: Digital Equipment Corporation in Maynard, MassachusettsSummary and ConclusionsSuggestions for Readers
4 A Mature Swiss-German Chemical Organization
Case 2: Ciba-Geigy Company in Basel, SwitzerlandCan Organizational Cultures Be Stronger than National Cultures?">Summary and ConclusionsQuestions for Readers
5 A Developmental Government Organization in Singapore
Case 3: Singapore’s Economic Development BoardThe EDB Nested Cultural ParadigmsSummary and Conclusions: The Multiple Implications of the Three CasesQuestions for Readers

Part Two: What Leaders Need to Know about Macro Cultures
6 Dimensions of the Macro-Cultural Context
Travel and Literature Survey ResearchEthnographic, Observational, and Interview- Based ResearchHuman Essence and Basic MotivationSummary and ConclusionsQuestions for Readers
7 A Focused Way of Working with Macro Cultures
Cultural IntelligenceHow to Foster Cross-Cultural LearningThe Paradox of Macro Culture UnderstandingEchelons as Macro CulturesSummary and ConclusionsSuggestion for the Change Leader: Do Some Experiments with DialogueSuggestion for the RecruitSuggestion for the Scholar or ResearcherSuggestion for the Consultant or Helper
Part Three: Culture and Leadership Through Stages of Growth
8 How Culture Begins and the Role of the Founder of Organizations
A Model of How Culture Forms in New GroupsThe Role of the Founder in the Creation of CulturesExample 1: Ken Olsen and DEC RevisitedExample 2: Sam Steinberg and Steinberg’s of CanadaExample 3: Fred Smithfield: a “Serial Entrepreneur”Example 4: Steve Jobs and AppleExample 5: IBM—Thomas Watson Sr. and His SonExample 6: Hewlett and PackardSummary and ConclusionsSuggestions for ReadersImplications for Founders and Leaders
9 How External Adaptation and Internal Integration Become Culture
The Socio-Technical Issues of Organizational Growth and EvolutionIssues around the Means: Structure, Systems, and ProcessesSummary and ConclusionsSuggestion for the Culture AnalystSuggestion for the Manager and Leader
10 How Leaders Embed and Transmit Culture
Primary Embedding MechanismsSecondary Reinforcement and Stabilizing MechanismsSummary and ConclusionsQuestions for Researchers, Students, and Employees
11 The Culture Dynamics of Organizational Growth, Maturity, and Decline
General Effects of Success, Growth, and AgeDifferentiation and the Growth of SubculturesThe Need for Alignment between Three Generic Subcultures: Operators, Designers, and ExecutivesThe Unique Role of the Executive Function: Subculture ManagementSummary and ConclusionsSuggestions for the Reader
12 Natural and Guided Cultural Evolution
Founding and Early GrowthTransition to Midlife: Problems of SuccessionOrganizational Maturity and Potential DeclineSummary and ConclusionsQuestions for Readers
Part Four: Assessing Culture and Leading Planned Change
13 Deciphering Culture
Why Decipher Culture?How Valid Are Clinically Gathered Data?Ethical Issues in Deciphering CultureProfessional Obligations of the Culture AnalystSummary and ConclusionsQuestions for the Reader
14 The Diagnostic Quantitative Approach to Assessment and Planned Change
Why Use Typologies, and Why Not?Typologies that Focus on Assumptions about Authority and IntimacyTypologies of Corporate Character and CultureExamples of Survey-Based Profiles of CulturesAutomated Culture Analysis with Software-as-a-ServiceSummary and ConclusionsSuggestions for the Reader
15 The Dialogic Qualitative Culture Assessment Process
Case 4: MA-COM—Revising a Change Agenda as a Result of Cultural InsightCase 5: U.S. Army Corps of Engineers Reassessing Their MissionCase 6: Apple Assessing Its Culture as Part of a Long-Range Planning ProcessCase 7: SAAB COMBITECH—Building Collaboration in Research UnitsCase 8: Using A Priori Criteria for Culture EvaluationWhat of DEC, Ciba-Geigy, and Singapore? Did Their Cultures Evolve and Change?Summary and ConclusionsSuggestion for the Reader
16 A Model of Change Management and the Change Leader
The Change Leader Needs Help in Defining the Change Problem or GoalGeneral Change TheoryWhy Change? Where Is the Pain?The Stages and Steps of Change ManagementCautions in Regard to “Culture” ChangeSummary and ConclusionsSuggestions for Readers
17 The Change Leader as Learner
What Might a Learning Culture Look Like?Why These Dimensions?Learning-Oriented LeadershipA Final Thought: Discover the Culture within My Own Personality
References
Index
EULA

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Organizational Culture and Leadership, 5th Edition

by Edgar H. Schein, Peter Schein

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