Book Organizational culture and leadership / Edgar H. Schein, with Peter Schein.
Associated Name: Schein, Peter A., contributor.
Publication year: 
Call Number HD58.7 .S33 2017
Media class: Book
Edition: 5th edition.
Publisher: Hoboken, New Jersey : Wiley
ISBN: 9781119212041 1119212049
Revised edition of the author's Organizational culture and leadership, c2010.
Extent: xxiv, 384 pages : illustrations ; 24 cm
"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."--Provided by publisher.
Preface / Edgar H. Schein -- Foreword / Peter Schein -- Part I. Defining the structure of culture : How to define culture in general : The problem of defining culture clearly -- The structure of culture : Three levels of analysis -- A young and growing U.S. engineering organization : Case 1. Digital Equipment Corporation in Maynard, Massachusetts -- A mature Swiss-German chemical organization : Case 2. Ciba-Geigy Company in Basel, Switzerland ; Can organizational cultures be stronger than national cultures? -- A developmental government organization in Singapore : Case 3. Singapore's economic development board ; The EDB nested cultural paradigms ; Conclusions : The multiple implications of the three cases -- Part II. What leaders need to know about macro cultures : Dimensions of the macro-cultural context : Travel and literature ; Survey research ; Ethnographic, observational, and interview-based research ; Human essence and basic motivation -- A focused way of working with macro cultures : Cultural intelligence ; How to foster cross-cultural learning ; The paradox cross-cultural understanding ; Echelons as macro cultures ; Suggestion for the change leader: do some experiments with dialogue ; Suggestion for the recruit ; Suggestion for the scholar or researcher ; Suggestion for the consultant or helper -- Part III. Culture and leadership through stages of growth : How culture begins and the role of the founder of organizations : A model of how culture forms in new groups ; The role of the founder in the creation of cultures ; Example[s] : 1. Ken Olsen and DEC revisited ; 2. Sam Steinberg and Steinberg's of Canada ; 3. Fred Smithfield, a "serial entrepreneur" ; 4. Steve Jobs and Apple ; 5. IBM: Thomas Watson Sr. and his son ; 6. Hewlett and Packard ; Implications for founders and leaders -- How external adaptation and internal integration become culture : The socio-technical issues of organizational growth and evolution ; Issues around the means: structure,
systems, and processes ; Suggestion for the culture analyst ; Suggestion for the manager and leader -- How leaders embed and transmit culture : Primary embedding mechanisms ; Secondary reinforcement and stabilizing mechanisms ; Questions for researchers, students, and employees -- The culture dynamics of organizational growth, maturity and decline : General effects of success, growth, and age ; Differentiation and the growth of subcultures ; The need for alignment between three generic subcultures: operators, designers, and executives ; The unique role of the executive function: subculture management -- Natural and guided cultural evolution : Founding and early growth ; Transition to midlife: problems of succession ; Organizational maturity and potential decline -- Part IV. Assessing culture and leading planned change : Deciphering culture : Why decipher culture? ; How valid are clinically gathered data? ; Ethical issues in deciphering culture ; Professional obligations of the culture analyst -- The diagnostic/quantitative approach to assessment and planned change : Why use typologies, and why not? ; Typologies that focus on assumptions about authority and intimacy ; Typologies of corporate character and culture ; Examples of survey-based profiles of cultures ; Automated culture analysis with software-as-a-service -- The dialogic qualitative culture assessment process : Case 4. MA-COM: revising a change agenda as a result of cultural insight ; Case 5. U.S. Army Corps of Engineers reassessing their mission ; Case 6. Apple assessing its culture as part of a long-range planning process ; Case 7. SAAB COMBITECH: building collaboration in research units ; Case 8. Using a priori criteria for culture evaluation ; What of DEC, Ciba-Geigy, and Singapore? Did their cultures evolve and change? -- A model of change management and the change leader : The change leader needs help in defining the change problem or goal ; General change theory ; Why change? Where is the pain?
The stages and steps of change management ; Cautions in regard to "culture" change -- The change leader as learner : What might a learning culture look like? ; Why these dimensions? ; Learning-oriented leadership ; A final thought: discover the culture within my own personality.