Organizational culture and leadership [e-book] / Edgar H. Schein with Peter Schein.

Includes bibliographical references and index.

<p>Acknowledgments ix</p> <p>Preface xiii</p> <p>Foreword xv</p> <p>About the Authors xxiii</p> <p><b>Part One: Defining the Structure of Culture</b></p> <p><b>1. How to Define Culture in General 3</b></p> <p>The Problem of Defining Culture Clearly 3</p> <p>Summary and Conclusions 14</p> <p>Suggestions for Readers 16</p> <p><b>2. The Structure of Culture 17</b></p> <p>Three Levels of Analysis 17</p> <p>Summary and Conclusions 29</p> <p>Suggestions for Readers 30</p> <p><b>3. A Young and Growing U.S. Engineering Organization 31</b></p> <p>Case 1: Digital Equipment Corporation in Maynard, Massachusetts 31</p> <p>Summary and Conclusions 42</p> <p>Suggestions for Readers 43</p> <p><b>4. A Mature Swiss-German Chemical Organization 45</b></p> <p>Case 2: Ciba-Geigy Company in Basel, Switzerland 45</p> <p>Can Organizational Cultures Be Stronger than National Cultures? 55</p> <p>Summary and Conclusions 56</p> <p>Questions for Readers 59</p> <p><b>5. A Developmental Government Organization in Singapore 61</b></p> <p>Case 3: Singapore's Economic Development Board 61</p> <p>The EDB Nested Cultural Paradigms 63</p> <p>Summary and Conclusions: The Multiple Implications of the Three Cases 73</p> <p>Questions for Readers 75</p> <p><b>Part Two: What Leaders Need to Know about Macro Cultures</b></p> <p><b>6. Dimensions of the Macro-Cultural Context 81</b></p> <p>Travel and Literature 81</p> <p>Survey Research 82</p> <p>Ethnographic, Observational, and Interview-Based Research 86</p> <p>Human Essence and Basic Motivation 96</p> <p>Summary and Conclusions 102</p> <p>Questions for Readers 104</p> <p><b>7. A Focused Way of Working with Macro Cultures 105</b></p> <p>Cultural Intelligence 107</p> <p>How to Foster Cross-Cultural Learning 109</p> <p>The Paradox of Macro Culture Understanding 117</p> <p>Echelons as Macro Cultures 118</p> <p>Summary and Conclusions 121</p> <p>Suggestion for the Change Leader: Do Some Experiments with Dialogue 122</p> <p>Suggestion for the Recruit 123</p> <p>Suggestion for the Scholar or Researcher 123</p> <p>Suggestion for the Consultant or Helper 123</p> <p><b>Part Three: Culture and Leadership through Stages of Growth</b></p> <p><b>8. How Culture Begins and the Role of the Founder of Organizations 127</b></p> <p>A Model of How Culture Forms in New Groups 127</p> <p>The Role of the Founder in the Creation of Cultures 130</p> <p>Example 1: Ken Olsen and DEC Revisited 132</p> <p>Example 2: Sam Steinberg and Steinberg's of Canada 136</p> <p>Example 3: Fred Smithfield, a "Serial Entrepreneur" 140</p> <p>Example 4: Steve Jobs and Apple 142</p> <p>Example 5: IBM-Thomas Watson Sr. and His Son 144</p> <p>Example 6: Hewlett and Packard 144</p> <p>Summary and Conclusions 146</p> <p>Suggestions for Readers 147</p> <p>Implications for Founders and Leaders 147</p> <p><b>9. How External Adaptation and Internal Integration Become Culture 149</b></p> <p>The Socio-Technical Issues of Organizational Growth and Evolution 150</p> <p>Issues around the Means: Structure, Systems, and Processes 158</p> <p>Summary and Conclusions 178</p> <p>Suggestion for the Culture Analyst 179</p> <p>Suggestion for the Manager and Leader 179</p> <p><b>10. How Leaders Embed and Transmit Culture 181</b></p> <p>Primary Embedding Mechanisms 183</p> <p>Secondary Reinforcement and Stabilizing Mechanisms 196</p> <p>Summary and Conclusions 204</p> <p>Questions for Researchers, Students, and Employees 206</p> <p><b>11. The Culture Dynamics of Organizational Growth, Maturity, and Decline 207</b></p> <p>General Effects of Success, Growth, and Age 208</p> <p>Differentiation and the Growth of Subcultures 211</p> <p>The Need for Alignment between Three Generic Subcultures: Operators, Designers, and Executives 221</p> <p>The Unique Role of the Executive Function: Subculture Management 229</p> <p>Summary and Conclusions 229</p> <p>Suggestions for the Reader 231</p> <p><b>12. Natural and Guided Cultural Evolution 233</b></p> <p>Founding and Early Growth 234</p> <p>Transition to Midlife: Problems of Succession 237</p> <p>Organizational Maturity and Potential Decline 245</p> <p>Summary and Conclusions 250</p> <p>Questions for Readers 251</p> <p><b>Part Four: Assessing Culture and Leading Planned Change</b></p> <p><b>13. Deciphering Culture 255</b></p> <p>Why Decipher Culture? 255</p> <p>How Valid Are Clinically Gathered Data? 262</p> <p>Ethical Issues in Deciphering Culture 263</p> <p>Professional Obligations of the Culture Analyst 266</p> <p>Summary and Conclusions 267</p> <p>Questions for the Reader 269</p> <p><b>14. The Diagnostic Quantitative Approach to Assessment and Planned Change 271</b></p> <p>Why Use Typologies, and Why Not? 272</p> <p>Typologies that Focus on Assumptions about Authority and Intimacy 278</p> <p>Typologies of Corporate Character and Culture 281</p> <p>Examples of Survey-Based Profiles of Cultures 285</p> <p>Automated Culture Analysis with Software-as-a-Service 288</p> <p>Summary and Conclusions 293</p> <p>Suggestions for the Reader 295</p> <p><b>15. The Dialogic Qualitative Culture Assessment Process 297</b></p> <p>Case 4: MA-COM-Revising a Change Agenda as a Result of Cultural Insight 298</p> <p>Case 5: U.S. Army Corps of Engineers Reassessing Their Mission 302</p> <p>Case 6: Apple Assessing Its Culture as Part of a Long-Range Planning Process 307</p> <p>Case 7: SAAB COMBITECH-Building Collaboration in Research Units 311</p> <p>Case 8: Using A Priori Criteria for Culture Evaluation 313</p> <p>What of DEC, Ciba-Geigy, and Singapore? Did Their Cultures Evolve and Change? 314</p> <p>Summary and Conclusions 315</p> <p>Suggestion for the Reader 317</p> <p><b>16. A Model of Change Management and the Change Leader 319</b></p> <p>The Change Leader Needs Help in Defining the Change Problem or Goal 320</p> <p>General Change Theory 321</p> <p>Why Change? Where Is the Pain? 322</p> <p>The Stages and Steps of Change Management 323</p> <p>Cautions in Regard to "Culture" Change 337</p> <p>Summary and Conclusions 339</p> <p>Suggestions for Readers 341</p> <p><b>17. The Change Leader as Learner 343</b></p> <p>What Might a Learning Culture Look Like? 344</p> <p>Why These Dimensions? 349</p> <p>Learning-Oriented Leadership 350</p> <p>A Final Thought: Discover the Culture within My Own Personality 354</p> <p>References 355</p> <p>Index 367</p>

This e-book is for staff and students at the Royal Marsden NHS Foundation Trust. If you do not have a login, please contact the Royal Marsden Library team.