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Organizational Culture and Leadership, 5ed

In stock
Author : Edgar H. Schein, Peter Schein
Price : INR 719
ISBN 13 : 9788126566679
Pages : 408
Type : Paperbound

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.




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




Edgar H. Schein is the world-renowned expert on organizational culture, credited with founding the field and authoring this, the defining resource on the topic. He has written several best-selling books and consults with organizations worldwide on culture, organizational development and careers. He is a professor emeritus at the MIT Sloan School of Management.  



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