{"product_id":"organizational-culture-and-leadership-isbn-9781119212041","title":"Organizational Culture and Leadership","description":"\u003cp\u003e\u003cb\u003eThe book that defined the field, updated and expanded for today's organizations\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eOrganizational Culture and Leadership\u003c\/i\u003e 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.\u003c\/p\u003e \u003cp\u003eSpecial 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.. \u003c\/p\u003e \u003cp\u003eThis 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.\u003c\/p\u003e \u003cp\u003eDig into assumptions and typologies to decipher organizational culture\u003c\/p\u003e \u003cul\u003e \u003cli\u003eLearn how culture begins, thrives, or dies with leadership\u003c\/li\u003e \u003cli\u003eManage cultural change effectively and appropriately\u003c\/li\u003e \u003cli\u003eUnderstand the leader's role in managing disparate groups\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eThe resurgence of interest in organizational culture has spurred an awakening in research, and new information is continuously coming to light. Outdated practices are being replaced by more effective methods, and the resulting shift affects organizations everywhere. \u003ci\u003eOrganizational Culture and Leadership\u003c\/i\u003e is an essential resource for scholars, consultants  and leaders seeking continuous improvement in the face of today's business realities.\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eAcknowledgments ix\u003c\/p\u003e \u003cp\u003ePreface xiii\u003c\/p\u003e \u003cp\u003eForeword xv\u003c\/p\u003e \u003cp\u003eAbout the Authors xxiii\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart One: Defining the Structure of Culture\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1. How to Define Culture in General 3\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Problem of Defining Culture Clearly 3\u003c\/p\u003e \u003cp\u003eSummary and Conclusions 14\u003c\/p\u003e \u003cp\u003eSuggestions for Readers 16\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2. The Structure of Culture 17\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThree Levels of Analysis 17\u003c\/p\u003e \u003cp\u003eSummary and Conclusions 29\u003c\/p\u003e \u003cp\u003eSuggestions for Readers 30\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3. A Young and Growing U.S. Engineering Organization 31\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCase 1: Digital Equipment Corporation in Maynard, Massachusetts 31\u003c\/p\u003e \u003cp\u003eSummary and Conclusions 42\u003c\/p\u003e \u003cp\u003eSuggestions for Readers 43\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4. A Mature Swiss-German Chemical Organization 45\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCase 2: Ciba-Geigy Company in Basel, Switzerland 45\u003c\/p\u003e \u003cp\u003eCan Organizational Cultures Be Stronger than National Cultures? 55\u003c\/p\u003e \u003cp\u003eSummary and Conclusions 56\u003c\/p\u003e \u003cp\u003eQuestions for Readers 59\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5. A Developmental Government Organization in Singapore 61\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCase 3: Singapore’s Economic Development Board 61\u003c\/p\u003e \u003cp\u003eThe EDB Nested Cultural Paradigms 63\u003c\/p\u003e \u003cp\u003eSummary and Conclusions: The Multiple Implications of the Three Cases 73\u003c\/p\u003e \u003cp\u003eQuestions for Readers 75\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Two: What Leaders Need to Know about Macro Cultures\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6. Dimensions of the Macro-Cultural Context 81\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTravel and Literature 81\u003c\/p\u003e \u003cp\u003eSurvey Research 82\u003c\/p\u003e \u003cp\u003eEthnographic, Observational, and Interview-Based Research 86\u003c\/p\u003e \u003cp\u003eHuman Essence and Basic Motivation 96\u003c\/p\u003e \u003cp\u003eSummary and Conclusions 102\u003c\/p\u003e \u003cp\u003eQuestions for Readers 104\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7. A Focused Way of Working with Macro Cultures 105\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCultural Intelligence 107\u003c\/p\u003e \u003cp\u003eHow to Foster Cross-Cultural Learning 109\u003c\/p\u003e \u003cp\u003eThe Paradox of Macro Culture Understanding 117\u003c\/p\u003e \u003cp\u003eEchelons as Macro Cultures 118\u003c\/p\u003e \u003cp\u003eSummary and Conclusions 121\u003c\/p\u003e \u003cp\u003eSuggestion for the Change Leader: Do Some Experiments with Dialogue 122\u003c\/p\u003e \u003cp\u003eSuggestion for the Recruit 123\u003c\/p\u003e \u003cp\u003eSuggestion for the Scholar or Researcher 123\u003c\/p\u003e \u003cp\u003eSuggestion for the Consultant or Helper 123\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Three: Culture and Leadership through Stages of Growth\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8. How Culture Begins and the Role of the Founder of Organizations 127\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Model of How Culture Forms in New Groups 127\u003c\/p\u003e \u003cp\u003eThe Role of the Founder in the Creation of Cultures 130\u003c\/p\u003e \u003cp\u003eExample 1: Ken Olsen and DEC Revisited 132\u003c\/p\u003e \u003cp\u003eExample 2: Sam Steinberg and Steinberg’s of Canada 136\u003c\/p\u003e \u003cp\u003eExample 3: Fred Smithfield, a “Serial Entrepreneur” 140\u003c\/p\u003e \u003cp\u003eExample 4: Steve Jobs and Apple 142\u003c\/p\u003e \u003cp\u003eExample 5: IBM—Thomas Watson Sr. and His Son 144\u003c\/p\u003e \u003cp\u003eExample 6: Hewlett and Packard 144\u003c\/p\u003e \u003cp\u003eSummary and Conclusions 146\u003c\/p\u003e \u003cp\u003eSuggestions for Readers 147\u003c\/p\u003e \u003cp\u003eImplications for Founders and Leaders 147\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9. How External Adaptation and Internal Integration Become Culture 149\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Socio-Technical Issues of Organizational Growth and Evolution 150\u003c\/p\u003e \u003cp\u003eIssues around the Means: Structure, Systems, and Processes 158\u003c\/p\u003e \u003cp\u003eSummary and Conclusions 178\u003c\/p\u003e \u003cp\u003eSuggestion for the Culture Analyst 179\u003c\/p\u003e \u003cp\u003eSuggestion for the Manager and Leader 179\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10. How Leaders Embed and Transmit Culture 181\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePrimary Embedding Mechanisms 183\u003c\/p\u003e \u003cp\u003eSecondary Reinforcement and Stabilizing Mechanisms 196\u003c\/p\u003e \u003cp\u003eSummary and Conclusions 204\u003c\/p\u003e \u003cp\u003eQuestions for Researchers, Students, and Employees 206\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11. The Culture Dynamics of Organizational Growth, Maturity, and Decline 207\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGeneral Effects of Success, Growth, and Age 208\u003c\/p\u003e \u003cp\u003eDifferentiation and the Growth of Subcultures 211\u003c\/p\u003e \u003cp\u003eThe Need for Alignment between Three Generic Subcultures: Operators, Designers, and Executives 221\u003c\/p\u003e \u003cp\u003eThe Unique Role of the Executive Function: Subculture Management 229\u003c\/p\u003e \u003cp\u003eSummary and Conclusions 229\u003c\/p\u003e \u003cp\u003eSuggestions for the Reader 231\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12. Natural and Guided Cultural Evolution 233\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFounding and Early Growth 234\u003c\/p\u003e \u003cp\u003eTransition to Midlife: Problems of Succession 237\u003c\/p\u003e \u003cp\u003eOrganizational Maturity and Potential Decline 245\u003c\/p\u003e \u003cp\u003eSummary and Conclusions 250\u003c\/p\u003e \u003cp\u003eQuestions for Readers 251\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Four: Assessing Culture and Leading Planned Change\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13. Deciphering Culture 255\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhy Decipher Culture? 255\u003c\/p\u003e \u003cp\u003eHow Valid Are Clinically Gathered Data? 262\u003c\/p\u003e \u003cp\u003eEthical Issues in Deciphering Culture 263\u003c\/p\u003e \u003cp\u003eProfessional Obligations of the Culture Analyst 266\u003c\/p\u003e \u003cp\u003eSummary and Conclusions 267\u003c\/p\u003e \u003cp\u003eQuestions for the Reader 269\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14. The Diagnostic Quantitative Approach to Assessment and Planned Change 271\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhy Use Typologies, and Why Not? 272\u003c\/p\u003e \u003cp\u003eTypologies that Focus on Assumptions about Authority and Intimacy 278\u003c\/p\u003e \u003cp\u003eTypologies of Corporate Character and Culture 281\u003c\/p\u003e \u003cp\u003eExamples of Survey-Based Profiles of Cultures 285\u003c\/p\u003e \u003cp\u003eAutomated Culture Analysis with Software-as-a-Service 288\u003c\/p\u003e \u003cp\u003eSummary and Conclusions 293\u003c\/p\u003e \u003cp\u003eSuggestions for the Reader 295\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15. The Dialogic Qualitative Culture Assessment Process 297\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCase 4: MA-COM—Revising a Change Agenda as a Result of Cultural Insight 298\u003c\/p\u003e \u003cp\u003eCase 5: U.S. Army Corps of Engineers Reassessing Their Mission 302\u003c\/p\u003e \u003cp\u003eCase 6: Apple Assessing Its Culture as Part of a Long-Range Planning Process 307\u003c\/p\u003e \u003cp\u003eCase 7: SAAB COMBITECH—Building Collaboration in Research Units 311\u003c\/p\u003e \u003cp\u003eCase 8: Using A Priori Criteria for Culture Evaluation 313\u003c\/p\u003e \u003cp\u003eWhat of DEC, Ciba-Geigy, and Singapore? Did Their Cultures Evolve and Change? 314\u003c\/p\u003e \u003cp\u003eSummary and Conclusions 315\u003c\/p\u003e \u003cp\u003eSuggestion for the Reader 317\u003c\/p\u003e \u003cp\u003e\u003cb\u003e16. A Model of Change Management and the Change Leader 319\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Change Leader Needs Help in Defining the Change Problem or Goal 320\u003c\/p\u003e \u003cp\u003eGeneral Change Theory 321\u003c\/p\u003e \u003cp\u003eWhy Change? Where Is the Pain? 322\u003c\/p\u003e \u003cp\u003eThe Stages and Steps of Change Management 323\u003c\/p\u003e \u003cp\u003eCautions in Regard to “Culture” Change 337\u003c\/p\u003e \u003cp\u003eSummary and Conclusions 339\u003c\/p\u003e \u003cp\u003eSuggestions for Readers 341\u003c\/p\u003e \u003cp\u003e\u003cb\u003e17. The Change Leader as Learner 343\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat Might a Learning Culture Look Like? 344\u003c\/p\u003e \u003cp\u003eWhy These Dimensions? 349\u003c\/p\u003e \u003cp\u003eLearning-Oriented Leadership 350\u003c\/p\u003e \u003cp\u003eA Final Thought: Discover the Culture within My Own Personality 354\u003c\/p\u003e \u003cp\u003eReferences 355\u003c\/p\u003e \u003cp\u003eIndex 367\u003c\/p\u003e   \u003cp\u003e\u003cb\u003eEDGAR H. SCHEIN\u003c\/b\u003e is the Society of Sloan Fellows Professor of Management Emeritus and a professor emeritus at the MIT Sloan School of Management. A world-renowned expert on organizational culture credited with founding the field, he is the bestselling author of \u003ci\u003eHumble Inquiry, Helping,\u003c\/i\u003e and \u003ci\u003eHumble Consulting.\u003c\/i\u003e   \u003c\/p\u003e\u003cp\u003e\u003cb\u003eTHE DEFINITIVE RESOURCE - UPDATED AND \u003c\/b\u003e\u003cb\u003eEXPANDED FOR TODAY'S LEADERS\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhen the first edition of \u003ci\u003eOrganizational Culture and Leadership\u003c\/i\u003e was published more than thirty years ago, it set out to transform the abstract concept of culture into a tool to continually redefine culture and achieve organizational goals. Now, this \u003ci\u003eFifth Edition\u003c\/i\u003e is printing into a world where everyone in an organization, from the intern to CEO, shares a common language and understanding about the importance of culture. The resurgent interest in organizational culture led author Edgar Schein to undertake the most extensive revision to date of his classic reference in order to fully present the latest research and new information relevant in today's business world.\u003c\/p\u003e \u003cp\u003eCultural and organizational change is one of the most complex challenges facing management, but the insightful discussions from the highest authority in the field gives you an unparalleled understanding of how to lead with efficacy and confidence. You can depend on this updated edition to provide the guidance you need in the increasingly multicultural world, complete with a new case study and two additional chapters examining solutions to the difficulties of analyzing and working with such macro cultures as nations and occupations with highly evolved stable cultures. Everyone studying leadership as well as those seeking to improve their practical skillset can use this guide to:\u003c\/p\u003e \u003cul\u003e \u003cli\u003eDecipher organizational culture by looking at its typologies and our own assumptions\u003c\/li\u003e \u003cli\u003eManage cultural change by delving into how it begins, thrives, and dies with leadership\u003c\/li\u003e \u003cli\u003eBroaden established leadership skills by effectively managing disparate groups\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eTo rise above status quo leaders today, turn to the book that started it all - \u003ci\u003eOrganizational Culture and Leadership.\u003c\/i\u003e\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989736177893,"sku":"NP9781119212041","price":68.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119212041.jpg?v=1761785302","url":"https:\/\/k12savings.com\/es\/products\/organizational-culture-and-leadership-isbn-9781119212041","provider":"K12savings","version":"1.0","type":"link"}