Edgar H. Schein is hoofddocent en emeritus-hoogleraar management aan de Sloan School of Management van het Massachusetts Institute of Technology.

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Edgar Schein, Peter Schein

Organizational Culture and Leadership

Name: Organizational Culture and Leadership
Author: Edgar Schein

Paperback Engels 2017 5e druk 9781119212041

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The book that defined the field, updated and expanded for today's organizations

'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.

Dig into assumptions and typologies to decipher organizational culture
- Learn how culture begins, thrives, or dies with leadership
- Manage cultural change effectively and appropriately
- Understand the leader's role in managing disparate groups

The 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 Outdated practices are being replaced by more effective methods, and the resulting shift affects organizations everywhere. Organizational Culture and Leadership is an essential resource for scholars, consultants and leaders seeking continuous improvement in the face of today's business realities.

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organisatiecultuur leiderschap cultuur gedeelde aannames cultuurverandering verandermanagement organisatieontwikkeling culturele niveaus subculturen leidinggeven culturele evolutie artefacten organisatiegedrag cultureel leiderschap groepsdynamiek bedrijfscultuur culturele dimensies organisatieverandering organisatiesociologie managementfilosofie adaptatie socialisatie integratie culturele diagnose organisatiekunde organisatiestructuur culturele ambiguïteit culturele patterning culturele identiteit organisatie-identiteit

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Specificaties

ISBN13:9781119212041

Taal:Engels

Bindwijze:paperback

Aantal pagina's:416

Uitgever:John Wiley & Sons

Druk:5

Hoofdrubriek:Leiderschap

Serie:The Jossey–Bass Business & Management Series

Expertrecensies (2)

Organizational Culture and Leadership

Anouk Folstar | 22 juli 2015

Ben je op zoek naar achtergrondinformatie, een theoretische onderbouwing of context tijdens of voorafgaand aan een cultuurveranderingstraject in de organisatie? Dan is Schein de man om te lezen. Het boek leest gemakkelijk weg, hoewel het meer een naslagwerk is dan een managementboek, geschikt voor zowel adviseur als manager/bestuurder.
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Organizational Culture and Leadership

Friso van Abbema | 3 oktober 2008

'Organizational culture and leadership' van Edgar H. Schein is als 'third edition' in 2004 uitgebracht. Dit klassieke werk beschrijft de veelvormigheid van het fenomeen dat we cultuur noemen. Het betoog van Schein is dat de cultuur en leiderschap van een organisatie twee zijden van dezelfde medaille zijn. Hij benoemt als kerntaak van leiders dat ze de cultuur van hun organisatie begrijpen, benutten en zo nodig veranderen.
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Over Edgar Schein

Edgar H. Schein is hoofddocent en emeritus-hoogleraar management aan de Sloan School of Management van het Massachusetts Institute of Technology. Hij deed in 1947 kandidaats onderwijskunde aan de universiteit van Chicago, aan de Stanford-universiteit doctoraal sociale psychologie, en promoveerde in 1952 aan de Harvard-universiteit in de sociale psychologie. Zijn belangrijkste onderzoeksactiviteiten speelden zich af op een groot aantal terreinen, en liepen uiteen van onderzoek naar de hersenspoeling van krijgsgevangenen in Korea en China, managementdevelopment en socialisering van organisaties, tot en met een diepgaande studie van carrières in het management. Zijn belangstelling voor de cultuur kwam in de eerste plaats voort uit zijn klinisch werk binnen organisaties waarin de cultuur buitengewoon duidelijk zichtbaar was. Hij is mede-redacteur van de prestigieuze reeks uitgaven over organisatieontwikkeling van Addison-Wesley (een initiatief van Richard Beckhard en Warren Bennis uit 1969). Andere recente boeken van hem zijn onder andere 'Process Consultation Revisited: Building the Helping Relationship' (1999), 'Career Survival' (Jossey-Bass Pfeiffer, 1993), en 'Organizational Culture and Leadership (tweede druk, Jossey-Bass, 1992). Schein was van 1972 tot 1981 voorzitter van de vakgroep organisatieonderzoek van de Sloan School of Management en is ten aanzien van cultuur, organisatie- en loopbaanontwikkeling adviseur geweest van een hele reeks organisaties overal ter wereld. Hij is Fellow van de American Psychological Association en de Academy of management, lid van de raad van bestuur van de Sciety for Organizational Learning en oprichter van Reflections: The SOL Journal. Hij geldt als een van de grondleggers van organisatiepsychologie.

Andere boeken door Edgar Schein

Bekijk alle boeken

Inhoudsopgave

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 81
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 1

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

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