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Organization Culture and Leadership, 5th Edition

Organization Culture and Leadership, 5th Edition

  • Author:
  • Publisher: John Wiley & Sons
  • ISBN: 9781119212041
  • Published In: February 2017
  • Format: Paperback , 416 pages
  • Jurisdiction: International ? Disclaimer:
    Countri(es) stated herein are used as reference only

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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 Outdated practices are being replaced by more effective methods, and the resulting shift affects organizations everywhere.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.

  • Acknowledgments ix

    Preface xiii

    Foreword xv

    About the Authors xxiii

    Part One: Defining the Structure of Culture

    1. How to Define Culture in General 3

    The Problem of Defining Culture Clearly 3

    Summary and Conclusions 14

    Suggestions for Readers 16

    2. The Structure of Culture 17

    Three Levels of Analysis 17

    Summary and Conclusions 29

    Suggestions for Readers 30

    3. A Young and Growing U.S. Engineering Organization 31

    Case 1: Digital Equipment Corporation in Maynard, Massachusetts 31

    Summary and Conclusions 42

    Suggestions for Readers 43

    4. A Mature Swiss-German Chemical Organization 45

    Case 2: Ciba-Geigy Company in Basel, Switzerland 45

    Can Organizational Cultures Be Stronger than National Cultures? 55

    Summary and Conclusions 56

    Questions for Readers 59

    5. A Developmental Government Organization in Singapore 61

    Case 3: Singapore’s Economic Development Board 61

    The EDB Nested Cultural Paradigms 63

    Summary and Conclusions: The Multiple Implications of the Three Cases 73

    Questions for Readers 75

    Part Two: What Leaders Need to Know about Macro Cultures

    6. Dimensions of the Macro-Cultural Context 81

    Travel and Literature 81

    Survey Research 82

    Ethnographic, Observational, and Interview-Based Research 86

    Human Essence and Basic Motivation 96

    Summary and Conclusions 102

    Questions for Readers 104

    7. A Focused Way of Working with Macro Cultures 105

    Cultural Intelligence 107

    How to Foster Cross-Cultural Learning 109

    The Paradox of Macro Culture Understanding 117

    Echelons as Macro Cultures 118

    Summary and Conclusions 121

    Suggestion for the Change Leader: Do Some Experiments with Dialogue 122

    Suggestion for the Recruit 123

    Suggestion for the Scholar or Researcher 123

    Suggestion for the Consultant or Helper 123

    Part Three: Culture and Leadership through Stages of Growth

    8. How Culture Begins and the Role of the Founder of Organizations 127

    A Model of How Culture Forms in New Groups 127

    The Role of the Founder in the Creation of Cultures 130

    Example 1: Ken Olsen and DEC Revisited 132

    Example 2: Sam Steinberg and Steinberg’s of Canada 136

    Example 3: Fred Smithfield, a “Serial Entrepreneur” 140

    Example 4: Steve Jobs and Apple 142

    Example 5: IBM—Thomas Watson Sr. and His Son 144

    Example 6: Hewlett and Packard 144

    Summary and Conclusions 146

    Suggestions for Readers 147

    Implications for Founders and Leaders 147

    9. How External Adaptation and Internal Integration Become Culture 149

    The Socio-Technical Issues of Organizational Growth and Evolution 150

    Issues around the Means: Structure, Systems, and Processes 158

    Summary and Conclusions 178

    Suggestion for the Culture Analyst 179

    Suggestion for the Manager and Leader 179

    10. How Leaders Embed and Transmit Culture 181

    Primary Embedding Mechanisms 183

    Secondary Reinforcement and Stabilizing Mechanisms 196

    Summary and Conclusions 204

    Questions for Researchers, Students, and Employees 206

    11. The Culture Dynamics of Organizational Growth, Maturity, and Decline 207

    General Effects of Success, Growth, and Age 208

    Differentiation and the Growth of Subcultures 211

    The Need for Alignment between Three Generic Subcultures: Operators, Designers, and Executives 221

    The Unique Role of the Executive Function: Subculture Management 229

    Summary and Conclusions 229

    Suggestions for the Reader 231

    12. Natural and Guided Cultural Evolution 233

    Founding and Early Growth 234

    Transition to Midlife: Problems of Succession 237

    Organizational Maturity and Potential Decline 245

    Summary and Conclusions 250

    Questions for Readers 251

    Part Four: Assessing Culture and Leading Planned Change

    13. Deciphering Culture 255

    Why Decipher Culture? 255

    How Valid Are Clinically Gathered Data? 262

    Ethical Issues in Deciphering Culture 263

    Professional Obligations of the Culture Analyst 266

    Summary and Conclusions 267

    Questions for the Reader 269

    14. The Diagnostic Quantitative Approach to Assessment and Planned Change 271

    Why Use Typologies, and Why Not? 272

    Typologies that Focus on Assumptions about Authority and Intimacy 278

    Typologies of Corporate Character and Culture 281

    Examples of Survey-Based Profiles of Cultures 285

    Automated Culture Analysis with Software-as-a-Service 288

    Summary and Conclusions 293

    Suggestions for the Reader 295

    15. The Dialogic Qualitative Culture Assessment Process 297

    Case 4: MA-COM—Revising a Change Agenda as a Result of Cultural Insight 298

    Case 5: U.S. Army Corps of Engineers Reassessing Their Mission 302

    Case 6: Apple Assessing Its Culture as Part of a Long-Range Planning Process 307

    Case 7: SAAB COMBITECH—Building Collaboration in Research Units 311

    Case 8: Using A Priori Criteria for Culture Evaluation 313

    What of DEC, Ciba-Geigy, and Singapore? Did Their Cultures Evolve and Change? 314

    Summary and Conclusions 315

    Suggestion for the Reader 317

    16. A Model of Change Management and the Change Leader 319

    The Change Leader Needs Help in Defining the Change Problem or Goal 320

    General Change Theory 321

    Why Change? Where Is the Pain? 322

    The Stages and Steps of Change Management 323

    Cautions in Regard to “Culture” Change 337

    Summary and Conclusions 339

    Suggestions for Readers 341

    17. The Change Leader as Learner 343

    What Might a Learning Culture Look Like? 344

    Why These Dimensions? 349

    Learning-Oriented Leadership 350

    A Final Thought: Discover the Culture within My Own Personality 354

    References 355

    Index 367

  • EDGAR H. SCHEIN 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 Humble Inquiry, Helping, and Humble Consulting.

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