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Description
Regarded as one of the most influential management books of all time, Organizational Culture and Leadership transforms the abstract concept of culture into a tool that managers and students can continually use to better shape the dynamics of organization and change. Focusing on today's business realities, 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. He tackles the complex question of how an existing culture can be changed - one of the toughest challenges of leadership. The result is a vital aid to understanding and practicing organizational effectiveness.
Traducción al español:
Descripción:
Considerado como uno de los libros de gestión más influyentes de todos los tiempos, la cultura organizacional y el liderazgo transforma el concepto abstracto de la cultura en una herramienta que los administradores y los estudiantes pueden utilizar continuamente para mejorar la forma de la dinámica de la organización y el cambio . Centrándose en las realidades de los negocios actuales, Schein se basa en una amplia gama de investigaciones contemporáneas para redefinir la cultura y demostrar el papel crucial que juegan los líderes en la aplicación exitosa de los principios de la cultura para alcanzar sus metas organizacionales. Aborda la compleja cuestión de cómo se puede cambiar una cultura existente, uno de los desafíos más difíciles del liderazgo. El resultado es una ayuda vital para entender y practicar la efectividad organizacional
About the Author
Edgar H. Schein is the world-renowned expert on organizational culture
Table of Contents
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 Clearly
•Summary and Conclusions
•Suggestions for Readers
2. The Structure of Culture
•Three Levels of Analysis
•Summary and Conclusions
•Suggestions for Readers
3. A Young and Growing U.S. Engineering Organization
•Case 1: Digital Equipment Corporation in Maynard, Massachusetts
•Summary and Conclusions
•Suggestions for Readers
4. A Mature Swiss-German Chemical Organization
•Case 2: Ciba-Geigy Company in Basel, Switzerland
•Can Organizational Cultures Be Stronger than National Cultures?
•Summary and Conclusions
•Questions for Readers
5. A Developmental Government Organization in Singapore
•Case 3: Singapore's Economic Development Board
•The EDB Nested Cultural Paradigms
•Summary and Conclusions: The Multiple Implications of the Three Cases
•Questions for Readers
Part Two: What Leaders Need to Know about Macro Cultures
6. Dimensions of the Macro-Cultural Context
•Travel and Literature
•Survey Research
•Ethnographic, Observational and Interview-Based Research
•Human Essence and Basic Motivation
•Summary and Conclusions
•Questions for Readers
7. A Focused Way of Working with Macro Cultures
•Cultural Intelligence
•How to Foster Cross-Cultural Learning
•The Paradox of Macro Culture Understanding
•Echelons as Macro Cultures
•Summary and Conclusions
•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 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 Groups
•The Role of the Founder in the Creation of Cultures
•Example 1: Ken Olsen and DEC Revisited
•Example 2: Sam Steinberg and Steinberg's of Canada
•Example 3: Fred Smithfield, a "Serial Entrepreneur"
•Example 4: Steve Jobs and Apple
•Example 5: IBM--Thomas Watson Sr. and His Son
•Example 6: Hewlett and Packard
•Summary and Conclusions
•Suggestions for Readers
•Implications for Founders and Leaders
9. 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
•Summary and Conclusions
•Suggestion for the Culture Analyst
•Suggestion for the Manager and Leader
10. How Leaders Embed and Transmit Culture
•Primary Embedding Mechanisms
•Secondary Reinforcement and Stabilizing Mechanisms
•Summary and Conclusions
•Questions for Researchers, Students and Employees
11. 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
•Summary and Conclusions
•Suggestions for the Reader
12. Natural and Guided Cultural Evolution
•Founding and Early Growth
•Transition to Midlife: Problems of Succession
•Organizational Maturity and Potential Decline
•Summary and Conclusions
•Questions 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 Culture
•Professional Obligations of the Culture Analyst
•Summary and Conclusions
•Questions 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 Intimacy
•Typologies of Corporate Character and Culture
•Examples of Survey-Based Profiles of Cultures
•Automated Culture Analysis with Software-as-a-Service
•Summary and Conclusions
•Suggestions for the Reader
15. 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?
•Summary and Conclusions
•Suggestion for the Reader
16. 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
•Summary and Conclusions
•Suggestions for Readers
17. 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
References
Index
408 Paginas
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