Book description
The father of the corporate culture field and pioneer in organizational psychology on today's changing corporate culture
This is the definitive guide to corporate culture for practitioners. Recognized expert Edgar H. Schein explains what culture is and why it's important, how to evaluate your organization's culture, and how to improve it, using straightforward, practical tools based on decades of research and real-world case studies. This new edition reflects the massive changes in the business world over the past ten years, exploring the influence of globalization, new technology, and mergers on culture and organization change. New case examples help illustrate the principals at work and bring focus to emerging issues in international, nonprofit, and government organizations as well as business. Organized around the questions that change agents most often ask, this new edition of the classic book will help anyone from line managers to CEOs assess their culture and make it more effective.
Offers a new edition of a classic work with a focus on practitioners
Includes new case examples and information on globalization, the effects of technology, and managerial competencies
Covers the basics on changing culture and includes a wealth of practical advice
Table of contents
- Title Page
- Copyright Page
- Preface to the New and Revised Edition
- Acknowledgements
- The Author
-
Part One - THE STRUCTURE AND CONTENT OF CULTURE
- Chapter 1 - WHY BOTHER?
- Chapter 2 - WHAT IS CULTURE ANYWAY?
- Chapter 3 - WHAT ARE THE ELEMENTS AND DIMENSIONS OF ORGANIZATIONAL CULTURE?
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Chapter 4 - DEEPER ASSUMPTIONS
- National and Ethnic Bases of Culture
- Assumptions About the Relationship of Humans to Nature
- Assumptions About Human Nature
- Assumptions About Human Relationships
- Assumptions About the Nature of Reality and Truth
- Assumptions About Time
- Assumptions About Space
- Dealing with the Unknowable and Uncontrollable
- The Bottom Line
- Chapter 5 - WHEN AND HOW TO ASSESS YOUR CULTURE
-
Part Two - THE DYNAMICS OF CULTURE FORMATION, EVOLUTION, AND CHANGE
-
Chapter 6 - CULTURAL LEARNING, UNLEARNING, AND TRANSFORMATIVE CHANGE
- A Simplifying Model of Learning, Unlearning, and Transformative Change
- Disconfirmation
- Survival Anxiety (or Guilt) and Learning Anxiety
- Two Principles of Learning and Change
- How Do You Create Psychological Safety?
- What Changes? Cognitive Redefinition
- Imitation and Identification Versus Scanning and Trial and Error
- Refreezing-Seeking a New Equilibrium
- The Bottom Line-Implications for Change Managers
- Chapter 7 - CULTURE CREATION, EVOLUTION, AND CHANGE IN START-UP COMPANIES
- Chapter 8 - CULTURE DYNAMICS IN THE MATURE COMPANY
- Chapter 9 - MID-LIFE CRISIS AND POTENTIAL DECLINE
-
Chapter 6 - CULTURAL LEARNING, UNLEARNING, AND TRANSFORMATIVE CHANGE
-
Part Three - THE REALITIES OF MULTICULTURALISM
-
Chapter 10 - WHEN CULTURES MEET
- The Multi-Culture Problem
- The Role of Cultural Assessment in Mergers, Acquisitions, and Joint Ventures
- New Issues in Collaborations and Other Multicultural Organizations
- Culture Traps (the Illusion That We Understand One Another)
- The Need for Dialogue at Cultural Boundaries
- The Dialogue Process
- The Bottom Line
- Chapter 11 - CULTURAL REALITIES FOR THE SERIOUS CULTURE LEADER
-
Chapter 10 - WHEN CULTURES MEET
- Notes
- References
- Index
Product information
- Title: The Corporate Culture Survival Guide: New and Revised Edition
- Author(s):
- Release date: August 2009
- Publisher(s): Jossey-Bass
- ISBN: 9780470293713
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