Organizational Culture and LeadershipRegarded as one of the most influential management books of all time, this fourth edition of Leadership and Organizational Culture transforms the abstract concept of culture into a tool that can be used to better shape the dynamics of organization and change. This updated edition focuses on today's business realities. Edgar Schein draws on a wide range of contemporary research to redefine culture and demonstrate the crucial role leaders play in successfully applying the principles of culture to achieve their organizational goals. |
Contents
Organizational Culture and Leadership Defined | 1 |
Why Bother? | 7 |
The Three Levels of Culture | 23 |
Two Case Examples | 35 |
Macrocultures Subcultures and Microcultures | 55 |
The Dimensions of Culture | 69 |
Assumptions About External Adaptation Issues | 73 |
Assumptions About Managing Internal Integration | 93 |
Embedding and Evolving Culture | 195 |
How FoundersLeaders Create Organizational Cultures | 219 |
How Leaders Embed and Transmit Culture | 235 |
The Changing Role of Leadership in Organizational Midlife | 259 |
What Leaders Need to Know About How Culture Changes | 273 |
How Leaders Can Manage | 297 |
Culture Assessment as Part of Managed Organizational Change | 315 |
Illustrations of Organizational Culture Changes | 329 |
What is Reality and Truth? | 115 |
The Nature of Time and Space | 125 |
Human Nature Activity and Relationships | 143 |
Culture Typologies and Culture Surveys | 157 |
Deciphering Organizational Cultures | 177 |
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Common terms and phrases
able activities analysis anxiety areas asked assessment assumptions authority basic become begin behavior beliefs build Chapter Ciba-Geigy clear communication concept conflict consensus consultant create culture deal decision defined described develop dimensions division effective elements employees engineers environment evolve example executive experience fact feel first forces formal founders functions given goals going human important individual initial internal involved issues kind leaders leadership leading learning macrocultures major managers means mechanisms meeting nature norms observed occupational occur operating organization organizational performance person planning possible present problems questions reflect relationships require responsibility role rules senior sense shared situation social strong structure subcultures successful task things tion trying understand units values various