As the world is becoming more complex and global, the issues of corporate culture and subculture are more relevant to leadership and organizational performance. Leadership not only creates culture but is the central force in managing culture evolution and change. This new and revised edition of Schein's groundbreaking book shows how the management of cultural issues now involves the alignment of national, corporate, and occupational cultures. Effective organizations not only need to decide how strongly they want their corporate culture to be based on the rate of technological change, but should also be concerned about the management of the multiple subcultures that arise with increasing technological complexity. More than ever, leaders must have a clear understanding of how to manage in a multicultural environment.
Written for practitioners, Schein reinforces the emphasis on understanding the nature of culture before one leaps into culture change programs, especially in an age where mergers, acquisitions, joint ventures, and foreign subsidiaries make culture management more difficult. This well-timed revision of The Corporate Culture Survival Guide is the ideal resource for leaders looking to figure out how their corporate culture can aid or hinder current performance and future effectiveness. Reflecting the myriad changes in the field, this new and revised edition contains new examples that target the international, nonprofit and public administration sectors; highlights the effects of globalization, mergers, and technology on organizations; and features a new chapter on the competencies managers need to foster in order to cultivate an effective corporate culture.
The Corporate Culture Survival Guide retains Schein's hands-on methods of observation, interview, and intervention to uncover the nuances as well as the details and dynamics of an organization. The book also contains an appraisal of corporate culture on three levelsbehaviors, values, and shared assumptionsand shows how each level affects change initiatives. Providing a clear understanding of the nitty gritty of culture dynamics, this essential resource is filled with new illustrative case studies that clearly show what successful change looks like and demonstrates how to dismantle an ineffective or dysfunctional culture.
About the Author
Edgar H. Schein, a world-renowned expert on organizational culture, is the Sloan Fellows Professor of Management Emeritus at the MIT Sloan School of Management. He is the author of numerous books including Organizational Culture and Leadership and Career Anchors Facilitator's Guide Package, both in their third editions.
Table of Contents
About the Authors
Part 1 Defining Culture Change Leadership
Chapter 1 A New Metaphor for Culture Change Leadership
Chapter 2 What do we Really Mean by “Leading,” “Culture,” and “Change?”
Part 2 Understanding and Assessing the Structure and Practice of Culture
Chapter 3 The Structure of Culture from the Outsider’s Perspective
Chapter 4 The Practice of Culture from the Insider’s Perspective
Chapter 5 Culture Assessment and Culture Typologies
Part 3 Culture Change Dynamics
Chapter 6 The Socio-dynamics of Transformational Change
Chapter 7 Culture Change Dynamics in the Mature Company
Chapter 8 Beta Corporation, A Story of Well-planned Intentional Change and some Unintended Cultural Consequences
Chapter 9 When Cultures Meet: Acquisitions, Mergers, Joint Ventures, and other Multicultural Collaborations
Chapter 10 Culture Change Leadership Summary
Appendix: Tools for Culture Change Analytic Planning
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