Organizational Culture and Leadership / Edition 4

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Overview

Regarded 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.

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Editorial Reviews

Booknews
Refreshed with new research and new case examples, the second edition of the 1985 work defining organizational culture expands on the concept and its application to the dilemmas of corporate management. Despite its being hard to define, analyze, measure, and manage, the concept continues to attract attention for the light it sheds on the workplace. Annotation c. Book News, Inc., Portland, OR (booknews.com)
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Product Details

  • ISBN-13: 9780470190609
  • Publisher: Wiley, John & Sons, Incorporated
  • Publication date: 8/16/2010
  • Series: Jossey-Bass Business & Management Series , #4
  • Edition number: 4
  • Pages: 464
  • Sales rank: 80,406
  • Product dimensions: 6.90 (w) x 9.10 (h) x 1.40 (d)

Meet the Author

Edgar H. Schein is Sloan Fellows Professor of Management Emeritus at the Sloan School of Management at the Massachusetts Institute of Technology. He is the author of numerous books, including Process Consultation Revisited, The Corporate Culture Survival Guide, Career Anchors, and most recently, Helping: How to Offer, Give and Receive Help.

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Table of Contents

Preface to Fourth Edition ix

The Author xv

Part One: Organizational Culture and Leadership Defined

1. The Concept of Organizational Culture: Why Bother? 7

2. The Three Levels of Culture 23

3. Cultures in Organizations: Two Case Examples 35

4. Macrocultures, Subcultures, and Microcultures 55

Part Two: The Dimensions of Culture

5. Assumptions About External Adaptation Issues 73

6. Assumptions About Managing Internal Integration 93

7. Deeper Cultural Assumptions: What is Reality and Truth? 115

8. Deeper Cultural Assumptions: The Nature of Time and Space 125

9. Deeper Cultural Assumptions: Human Nature, Activity, and Relationships 143

10. Culture Typologies and Culture Surveys 157

11. Deciphering Organizational Cultures 177

Part Three: The Leadership Role in Building, Embedding, and Evolving Culture

12. How Culture Emerges in New Groups 197

13. How Founders/Leaders Create Organizational Cultures 219

14. How Leaders Embed and Transmit Culture 235

15. The Changing Role of Leadership in Organizational "Midlife" 259

16. What Leaders Need to Know About How Culture Changes 273

Part Four: How Leaders Can Manage Culture Change

17. A Conceptual Model for Managed Culture Change 299

18. Culture Assessment as Part of Managed Organizational Change 315

19. Illustrations of Organizational Culture Changes 329

Part Five: New Roles for Leaders and Leadership

20. The Learning Culture and the Learning Leader 365

21. Cultural Islands: Managing Multicultural Groups 385

References 401

Index 415

On-line Instructor's Guide is available at www.wiley.com/college/schein.

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