Organizational Culture and Leadership, 4th Edition
by Edgar H. Schein (Sloan School of Management Massachusetts Institute of Technology)-
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Summary
Table of Contents
| Preface to Fourth Edition | |
| The Author | |
| Organizational Culture and Leadership Defined | |
| The Concept of Organizational Culture: Why Bother? | |
| The Three Levels of Culture | |
| Cultures in Organizations: Two Case Examples | |
| Macrocultures, Subcultures, and Microcultures | |
| The Dimensions of Culture | |
| Assumptions About External Adaptation Issues | |
| Assumptions About Managing Internal Integration | |
| Deeper Cultural Assumptions: What is Reality and Truth? | |
| Deeper Cultural Assumptions: The Nature of Time and Space | |
| Deeper Cultural Assumptions: Human Nature, Activity, and Relationships | |
| Culture Typologies and Culture Surveys | |
| Deciphering Organizational Cultures | |
| The Leadership Role in Building, Embedding, and Evolving Culture | |
| How Culture Emerges in New Groups | |
| How Founder/Leaders Create Organizational Cultures | |
| How Leaders Embed and Transmit Culture | |
| The Changing Role of Leadership in Organizational "Midlife" | |
| What Leaders Need to Know About How Culture Changes | |
| How Leaders Can Manage Culture Change | |
| A Conceptual Model for Managed Culture Change | |
| Culture Assessment as Part of Managed Organizational Change | |
| Illustrations of Organizational Culture Changes | |
| New Roles for Leaders and Leadership | |
| The Learning Culture and the Learning Leader | |
| Cultural Islands: Managing Multicultural Groups | |
| References | |
| Index | |
| Table of Contents provided by Publisher. All Rights Reserved. |
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