- Publisher: Jossey Bass Wiley
- Format: Hardback | 256 pages
- Dimensions: 154mm x 230mm x 24mm | 458g
- Publication date: 4 September 2009
- Publication City/Country: Chichester
- ISBN 10: 0470293713
- ISBN 13: 9780470293713
- Edition: New editionRevised
- Edition statement: New and revised ed.
- Sales rank: 102,093
The father of the corporate culture field and pioneer in organizational psychology on today's changing corporate culture This is the definitive guide to corporate culture for practitioners. Recognized expert Edgar H. Schein explains what culture is and why it's important, how to evaluate your organization's culture, and how to improve it, using straightforward, practical tools based on decades of research and real-world case studies. This new edition reflects the massive changes in the business world over the past ten years, exploring the influence of globalization, new technology, and mergers on culture and organization change. New case examples help illustrate the principals at work and bring focus to emerging issues in international, nonprofit, and government organizations as well as business. Organized around the questions that change agents most often ask, this new edition of the classic book will help anyone from line managers to CEOs assess their culture and make it more effective.* Offers a new edition of a classic work with a focus on practitioners* Includes new case examples and information on globalization, the effects of technology, and managerial competencies* Covers the basics on changing culture and includes a wealth of practical advice
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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.
"Ed Schein has crystallized a lifetime of etching, research, and reflection on the dynamics of corporate culture and change. Rarely does an academician speak as clearly and pragmatically to business leaders as does Schein."(Don Davis, retired CEO, The Stanley Works, and senior MIT lecturer on leadership and ethics) "Anyone with even the slightest interest in the too-often used and abused notion of corporate culture will want this book."(John Van Maanen, Erwin Schell Professor of Organization Studies, MIT) "Schein provides an enormously helpful set of ideas and applications that will make the manager's tasks of working with and trying to change the cultures in their organizations much more feasible and a lot less painful."(Peter J. Frost, Edgar F. Kaiser Professor of Organizational Behavior, University of British Columbia)
Back cover copy
The Corporate Culture Survival Guide Edgar H. Schein New and Revised Edition Praise for The Corporate Culture Survival Guide "Why [read this] now? It should come as no surprise that [culture] is a major underlying cause for the success or failure of many corporate mergers and acquisitions. What Schein says will no doubt keep heads nodding throughout his text." --Booklist "Schein's methodologies and models should be welcome tools in helping companies reevaluate and reform their identities." --Library Journal "Schein makes the process of assessing and managing organizational culture more accessible to leaders and managers." --Personnel Psychology "The Corporate Culture Survival Guide is well worth reading over and over until you have it memorized." --Knowledge Management
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 levels--behaviors, values, and shared assumptions--and 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.
Table of contents
Preface. The Author. PART ONE: THE STRUCTURE AND CONTENT OF CULTURE. Chapter One: Why Bother? Chapter Two: What Is Culture Anyway? Chapter Three: What Are the Elements and Dimensions of Organizational Culture? Chapter Four: Deeper Assumptions. Chapter Five: When and How to Assess Your Culture. PART TWO: THE DYNAMICS OF CULTURE FORMATION, EVOLUTION, AND CHANGE. Chapter Six: Cultural Learning, Unlearning, and Transformative Change. Chapter Seven: Culture Creation, Evolution, and Change in Start-Up Companies. Chapter Eight: Culture Dynamics in the Mature Company. Chapter Nine: Mid-Life Crisis and Potential Decline. Chapter Ten: When Cultures Meet: Acquisitions, Mergers, Joint Ventures, and Other Multicultural Collaborations. Chapter Eleven: Cultural Realities for the Serious Culture Leader Space. Notes. References.